Society

Material Issue: Society
Creating a Safe and Secure Information and Communications Society

KDDI's Approach

Recognition of social issue

Due to the rapid proliferation of smartphones, mobile phones, and other ICT, society has become more convenient. At the same time, issues such as children being caught up in trouble through the use of these devices and the digital divide among senior citizens (information gap) still exist. To minimize these problems, there is an increasing need for information ethics education, such as newly defined information ethics that students learn for new courses of study in elementary and junior high schools (Ministry of Education, Culture, Sports, Science and Technology).
Furthermore, under the Act to Eliminate Disability Discrimination that was enacted in April 2016, companies are required to give consideration to persons with disabilities in their products and services.

KDDI's Risk and Opportunity

  • Through products and services provided by KDDI, it is assumed that there is a social and economical risk of a wide range of customers being caught up in crime or problems through smartphones, mobile phones, and the Internet.
  • There is a new demand to provide smartphones and services equipped with various functions that offer safe, secure, and comfortable use for people who are particularly socially vulnerable such as children, senior citizens, and persons with disabilities.

KDDI's Management

  • KDDI has established the "KDDI Basic Guidelines Concerning Safe and Secure Communication for Young People" so that children can communicate safely and securely. Through the activities of the KDDI Smartphone and Mobile Phone Safety Classes, we implement awareness activities to increase literacy so that children and senior citizens can use smartphones and mobile phones safely and securely. We set student satisfaction levels and target comprehension levels as key indicators, and are working to increase the quality of lectures.
  • We are promoting the concept of Friendly Design in our products and services to ensure comfortable and enjoyable use for all customers regardless of age, nationality or whether one has a disability or not.
  • We also enforce our Privacy Policy for the protection of client information in KDDI's business activities.

>Policies

Download PDF fileKDDI Basic Guidelines Concerning Safe and Secure Communication for Young People (211KB)
Privacy Policy

Key Performance Indicators (KPI)

KDDI Smartphone and Mobile Phone Safety ClassesFY2016 GoalFY2016 Result
Level of satisfaction for children's lectures90 points93.7 points
Level of understanding for senior's lectures83%82%

FY2017 Goal

  • Classes for juniors
    Instructor satisfaction: 94%
    Material satisfaction: 94%
    Intention to reapply: 92%
  • Classes for seniors
    Satisfaction: 83%
    Utilization: 85%

The Main Target Stakeholders and the Issues

Issues

  • Safe and secure use of products and services
  • Response to a wide range of customer needs

Highlights of FY2016 Activities

Awareness Activities on the Use of ICT Services

Smartphones and mobile phones are an important tool that is indispensable for people to maintain a social life, and they have become so widespread that it is now common for people to own more than one phone. On the other hand, accidents and troubles arising from the use of smartphones and mobile phones have become a serious social problem. To protect customers against any danger and other trouble associated with smartphones and mobile phones, KDDI is taking various measures.

Download PDF filePDF (297KB)

Future issues

  • Respond to the needs of a wide range of customers, including children, senior citizens, foreigners, and people with disabilities
  • Enrich the programs of the KDDI Smartphone and Mobile Phone Safety Classes to respond to the diversification of trouble
  • Provide products and services that prioritize privacy protection and data security

Material Issue: Society
Vitalizing the Company by Developing a Diverse Workforce

KDDI's Approach

Recognition of Social Issue

From a global perspective, women in politics and the workplace advancement for women have progressed greatly. The gap between men and women has decidedly decreased. In line with this global trend, the Japanese government adopted the Act to Advance Women's Success in Their Working Life, which became effective in April 2016. In addition, there are increasing demands for companies to accelerate the advancement of women in the workplace.
"Equal pay for equal work" is a basic concept in Europe and America, and the principle of preventing wage gaps in the employment system is becoming universal. In Japan, on the other hand, there are many gaps between regular and non-regular employees in terms of factors such as the stability of wages and employment, and the challenge is to implement efforts aimed at more balanced and equal treatment.

KDDI's Risk and Opportunity

  • When it comes to the workplace advancement of women, simply relying on approaches based on domestic standards increases the risk of criticism from society in labor practice aspects such as equal opportunity and decent work when expanding business activities globally to achieve sustainable growth.
  • KDDI is re-evaluating its management strategy making women in management a sustainable company requirement to accelerate its diversity promotion with a global outlook. Internally, KDDI is creating an organization that promotes openness where a different value system based on the advancement of female employees functions organically, that is filled with different working styles, and where employees with disabilities can advance.

KDDI's Management

  • KDDI established four basic principles aimed at achieving our transformation into a "Life Design Company", as outlined in the FY2016-FY2018 medium-term management plan. One of these principles is to improve the strength of employees, and one of the objectives of this principle is to utilize diverse human resources. For this objective, KDDI has set targets for the advancement of women in the workplace.

    Building a stronger workforceIntroduction of talent management
    Shift of key personnel to strategically important divisions
    Global human resource cultivation
    Utilization of diverse human resources
  • KDDI advocates"diversity is fundamental"as the aspiration of the KDDI Group Philosophy. As a goal for FY2016 and beyond, we have set a target to promote 200 females to line manager positions [1] by FY2020.
  • [1]
    Organizational leadership/managerial post with the authority to evaluate personnel

>Policies

The KDDI Group Philosophy
KDDI Code of Business Conduct (Basic Principles)

Key Performance Indicators (KPI)

FY2016-FY2020 Goals

  • 1.
    Number of female line managers: 200 female line managers by 2020
  • 2.
    Usage rate of paid vacation time: 70%
  • 3.
    Percentage of recent graduate hires who are female: 30%

Appointment of Female Line Managers


April 1, 2016 resultApril 1, 2017 result
Appointment of female line managers109 people111 people

The Main Target Stakeholders and the Issues

Issues

  • Create a workplace where women can gain professional advancement
  • Promote employment of persons with disabilities
  • Cultivate global leaders

Highlights of FY2016 Activities

Promoting the Professional Advancement of Women

Promoting gender equality and the empowerment of women not only deepens understanding of the human rights of women but also leads to the solving of issues in international society and the sustainable development of companies.
KDDI is striving to establish an environment and foster a climate where diverse human resources can utilize their individual strengths to perform to the best of their ability. We are focusing in our efforts on "Cultivating Female Leaders," "Raising Awareness and Changing Behavior of the Management," and "Improving the Working Environment," so that women can continue to participate and advance in their career even after going through life events such as giving birth and raising children.

Download PDF filePDF (203KB)

Future issues

  • Achieve 3 Key performance indicators
  • Enhance employment of persons with disabilities

Detailed ESG Version

Responsibility for Products and Services

We strive to offer products and services for stress-free telecommunications.

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Customer Relationship Management

Total Customer Satisfaction is the guiding principle for every thought and behind every action of everyone from our executive management to the newest employee.

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Brand Management

In order to build a strong brand which customers continue to choose KDDI in future, we make efforts to promote the improvement of customer experience and raise awareness among our employees.

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Innovation Management

In addition to basic research, We take a flexible approach to research, development, and practical application creation, while incorporating open innovation technology.

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Efforts in Growing Markets

KDDI is making efforts in business and CSR in Myanmar, Mongolia and other developing nations.

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Human Rights

We strive to encourage respect for human rights within its management activities.

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Supply Chain Management

We take the opinions of our business partners seriously, and use them to gain a broad perspective from which to revise and enhance our compliance structure.

Environmental Management
Download PDF filePDF (157KB)
Download PDF fileKDDI Guidelines for CSR in Supply Chain (190KB)

Labor Practices

KDDI is enhancing various systems, including diversity promotion and workshop management so that employees can work while displaying their full capabilities.

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Securing and Cultivating Human Resources

KDDI operates various human resources cultivation systems so that employees can grow and improve their individual capabilities.

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Community Involvement and Development

Under the KDDI Social Contribution Policy, and as a good corporate citizen we respond to the demands of society and earn its trust by using our technologies and human resources to contribute to society in Japan as well as overseas.

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CSR Data

KDDI reports social quantitative data, including employment data and volunteer participation numbers over time.

Download PDF filePDF (99KB)

Download PDF fileDetailed Social part separated from Integrated report can be found here (1.3MB)