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KDDI's Material Issues for CSR: Vitalizing the Company by Developing a Diverse Workforce

KDDI's Material Issues for CSR: Vitalizing the Company by Developing a Diverse Workforce

Material Issue: Vitalizing the Company by Developing a Diverse Workforce

Social Issues and Recognition	Risks and Opportunities for KDDI
Social Issues and Recognition	Risks	Opportunities
To achieve sustainable corporate growth amidst accelerating globalization in response to declining population brought about by a declining birthrate and aging, and other dramatic changes in the business environment, KDDI is working to create a corporate culture in which employees with diverse individual characteristics and values, including gender, age and nationality, can respect and understand one another. In particular, it is essential that women participate in the workplace, and KDDI is providing various forms of support for development and appointment of female leaders.	Diversity promotion and labor practice revisions relying solely on domestic standards	Regard the participation of women in management as a corporate strategy, accelerating the promotion of diversity with a view to the world as a whole

The KDDI Group Philosophy

The KDDI Group Philosophy expresses the attitudes, values and behavior that employees should practice. It incorporates the KDDI identity and KDDI vision that we must embrace as a telecommunications operator. The KDDI Group Philosophy also describes the basic attitudes KDDI employees need to maintain and is the foundation for CSR at KDDI. By putting the KDDI Group Philosophy into practice, we aim to be a company admired and trusted by all stakeholders.
To encourage sharing and implementation of the KDDI Group Philosophy, the president and executives demonstrate the meaning of the KDDI Group Philosophy and good practices directly to all employees and promote their spread.
In the fiscal year ended March 31, 2017, a total of 582 study meetings were held as part of ongoing efforts to promote the dissemination of the KDDI Group Philosophy both in Japan and abroad.

The KDDI Group Philosophy

Building a Stronger Workforce

As it works toward its medium-term targets for transforming into a "Life Design Company" during the three-year period between the fiscal year ended March 31, 2017 and the fiscal year ending March 31, 2019, KDDI is focused on building a stronger workforce. This includes utilization of diverse human resources, as part of which we have set a goal of promoting the professional advancement of women.

Building a stronger workforce	Introduction of talent management
	Shift of key personnel to strategically important divisions
	Global human resource cultivation
	Utilization of diverse human resources

Approach to Securing Human Resources

As noted in the KDDI Group Mission Statement, employees represent an important stakeholder group, and are considered a valuable asset. Market conditions in the telecommunications sector have been changing rapidly in recent years, with technological innovation and the intensification of competition on a global scale, along with the entry of a diverse range of companies. To respond swiftly to these changes and continue to grow, KDDI is focusing on hiring and supporting the advancement of diverse human resources, encompassing different genders, ages, nationalities and disabilities.
Note that KDDI takes steps in accordance with the law to prohibit child labor and forced labor and to comply with minimum wage requirements.

Approach to Human Resource Development

KDDI recognizes that building a stronger workforce is one of the most important issues in achieving its transformation into a "Life Design Company." We have built the framework for a talent management process designed to maximize the value of our human resources and ensure their appropriate allocation through strategic hiring, development, utilization, and promotion. This will enable us to balance the growth of each individual employee with the maximization of organizational performance.

Cultivating and Promoting Female Leaders

KDDI focuses on cultivating female leaders because enabling women to participate in corporate decision-making helps to reinforce our strength as a company. Our numerical goal for the fiscal year ending March 31, 2021 is to promote a total of 200 women to positions as line managers. These are organizational leaders with the authority to conduct personnel evaluations.
We are also working to expand our initiatives to cultivate female managers, who are the foundation for developing female leaders.

Number of Female Managers

Female Line Manager Program

In the fiscal year ended March 31, 2017, KDDI introduced its female line manager program to build a career pipeline for women from junior employees to candidates for promotion to manager positions. This program is designed to produce female leaders with a view to cultivating and promoting female executives and line managers. To do this systematically by managing the individual candidates selected in cooperation with each division, in the fiscal year ended March 31, 2017, the Diversity & Inclusion Department conducted interviews with each of approximately 200 candidates for female line manager positions. We also conducted career design seminars aimed at junior female employees to expand the candidate pool, and for all managers―including men―we offered e-learning programs intended to spread a greater understanding of the need to cultivate female managers and approaches for doing this.
In the fiscal year ending March 31, 2018, KDDI will release new e-learning content designed to teach supervisors how to change themselves, and we plan to continue our efforts to raise awareness internally.

Selected as a "Nadeshiko Brand" for the Fifth Consecutive Year

For the fifth consecutive year since the fiscal year ended March 31, 2013, KDDI was selected as a "Nadeshiko Brand," a designation conferred on listed companies that seek to encourage women to take active roles.
The "Nadeshiko Brand" is a joint effort by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange to select and introduce companies that are attractive because of their proactive efforts to encourage the success of women.

Key Measures for Cultivating Global Human Resources

KDDI is actively cultivating global human resources towards achieving a stronger workforce.

Global training for top-level executives (GIP, GIP Jr.)	Through training in Japan and overseas, we will work to develop top-level executives capable of managing our global business in global locations.
Overseas business study	Participants will learn about global business standards through interaction with business people at universities and NPOs overseas and through internships.
Overseas specialized study	Participants will enroll in overseas universities and specialist institutions to acquire specialist expertise and build stronger human networks.

Support for au Shops

au shops and other sales agents are the front lines where customers actually interact with au.
KDDI believes the most important factor in providing customer experience value and maximizing customer satisfaction is to enhance service levels at these sales agents, particularly at our dedicated au shops, and we offer the support needed to improve their capabilities.
Development of au shop staff is also essential to enhancing overall store service, and we work to provide au shop staff with efficient, effective ways to learn through group sales training and e-learning programs where they can learn basic operational knowledge and new product information. We have also introduced certification systems to evaluate staff skills. These include professional development through the "au Advisor," "au Master" and "au Expert" qualifications recognizing sales skills that produce higher customer satisfaction. We also hold the annual "au CX AWARD" customer service contest nationwide as part of an effort to commend outstanding performers and share examples of great customer service.
To enhance au shop and staff service levels, KDDI deploys a specialized team from its head office that focuses on operational improvements and conducts audits of the shops, and ensures that feedback based on the results of those audits is reflected. This provides a service management structure that ensures service that meets our standards.