Human Capital Supporting "Connecting"

At the core of KDDI, which has continuously created services that deliver not just surprise but also inspiration to its customers, diversity has always been present. In the year 2000, prior to the launch of next-generation mobile phone services, DDI, KDD, and IDO came together to establish KDDI. Under the banner of "Becoming a comprehensive communication carrier to rival NTT," these three companies, each with distinct organizational cultures, brought together a diverse array of talents from various backgrounds, values, and individualities. Through subsequent integrations with companies possessing various organizational cultures, we come a long way.
In a diverse environment, our company has consistently transformed diversity into the "Power of the Organization." The introduction of groundbreaking web services like "Chaku-uta" and "LISMO," along with the development of design-oriented mobile phones such as "INFOBAR," were made possible by the exchange of differing opinions and outstanding skills among individuals with various specialties.
Currently, through investments in startup companies and collaborations with partner companies, KDDI is accelerating open innovation and evolving diversity, while incorporating the individuality and expertise of the human capital involved in KDDI. These success factors can be attributed to the KDDI Group Philosophy, which has helped align the vectors of the objectives and actions of diverse human resources and enhance their centripetal force.

The KDDI Group Mission Statement is "to care about the material and emotional well-being of all its employees." While management resources are said to be people, goods, and money, "people" and moreover "the hearts and minds of people" are important. The KDDI Group Philosophy clearly states what the company exists for, what its employees aim for, and what the standards are for their actions. I believe that this is what it means to be a Human Resources First Company. Through the KDDI Group Philosophy, we have encouraged heart-to-heart communication among diverse human resources and built deep relationships of trust. By thoroughly thinking what is useful for the world and for people, and by elevating our minds, we have aligned our direction and enhanced our centripetal force.
I believe that we should continue to keep the KDDI Group Philosophy at the core of our operations and further pursue becoming a "Human Resources First Company".

As the business environment changes drastically and the Satellite Growth Strategy to expand business areas such as DX, finance, and energy is promoted, it is necessary to acquire human resources with more diverse expertise than ever before and create innovations leading to the advancement of business and organizational functions through the mixing of these human resources.
However, it is also true that as a result of achieving stable growth, KDDI has diminished the spirit of challenge that it possessed when it was first established and during its period of rapid growth. In a rapidly changing business environment, every employee must continue to take on challenges and grow while considering the promotion of the Satellite Growth Strategy as their own job, and accelerate innovation, and pursuing new areas. This is why we are committed to further pursuing our goal of becoming a Human Resources First Company for the KDDI VISION 2030.

To realize the further pursuit of becoming a Human Resources First Company, it is important for independent professional human resources with expertise to continue to take on challenges and grow. In the KDDI Group, which covers a wide variety of business domains, they find places where they can demonstrate their individuality and abilities and take on challenges while developing their skills and taking on higher-level challenges. Such higher-level challenges require the collective knowledge of human resources from several different fields of expertise. As a result of the mutual recognition and enhancement of professional human resources in each area, we will achieve a sustainable human resources portfolio that will continue to produce professional human resources throughout the Group.

Maintaining and improving the physical and mental health of employees is important. In the age of work-as-life where the boundary between work and life is disappearing, "improving wellbeing through life satisfaction reform" together with work style and job satisfaction are important elements that we will pursue as a Human Resources First Company. When considering the pursuit of happiness for all employees, it is important to emphasize not only job satisfaction but also life satisfaction. When discussing with employees "When do you feel happiness?" they shared that they feel happiness when they receive gratitude from others, when they positively influence people or society, and when they experience a sense of personal growth. KDDI employees have a very strong desire to do something useful for society. I believe that such a desire is the driving force behind the "power to connect" lives, day-to-day lives, and hearts and minds. By pursuing life satisfaction for its employees, KDDI will become an even more attractive company that increases engagement with its customers, partners, and the labor market, continuing to be loved and trusted by them.

The KDDI Version Job Style Personnel System, which was introduced to develop professional human resources who continue to take on challenges and grow, has a significant transformation for employees, and we recognize that there are issues in penetrating the system. For example, in order to become a professional human resource, employees must voluntarily find their own area of expertise and hone their skills, yet we believe that career autonomy is not easily promoted simply by changing the system. One of the solutions to the issues is to actively use and experience the system.
To solve the issues, we will work to foster a culture that encourages each employee to take on challenges and grow through career training and in-house counseling.
While there is uncertainty about major system changes, here are some examples of employees who have taken steps to enhance their expertise and skills and develop their careers through voluntary in-house side jobs, open recruitment, and the KDDI DX University (KDU).