Labor Practices
- KDDI Group Labor Practices Policy
- Health-Focused Management Initiatives
- Employee Engagement Initiatives
- Creating Sound Labor-Management Relations
- Compensation Policy and Initiatives
- Severance Pay and Pension System
- Wellness Benefits (for Employees)
- Providing Mid- and Long-Term Incentives for Employees
KDDI Group Labor Practices Policy
We at KDDI regard the health of our employees as a key management issue as stated in the KDDI Group Declaration of Health-Focused Management. We support their health at the organizational level to foster an environment and culture where everyone can work healthfully and earnestly, maximize individual and organizational performance and ensure sustainable growth as a company. We also comply with laws relating to the prohibition of child labor and forced labor, the payment of minimum wage and reducing excessive working hours
Starting Salary for University Graduates Compared to Minimum Wage: 160% [1]
[1]Calculated based on the minimum wage in Tokyo (1,072 yen/hour). Specifically, the formula is 21 days x 1,072 yen x 7.5 hours (as of April 2023)
Health-Focused Management Initiatives
KDDI Group Declaration of Health-Focused Management
The KDDI Group has released the KDDI Group Declaration of Health-Focused Management as part of its commitment to support every employee's health at the organizational level and bring about a prosperous future. Building on this declaration, we are working on a range of initiatives to drive work style reform, promote mental health care, improve employee health management and look after the health and safety of employees and their families posted abroad, aiming for embedding a "health first" culture.
Work Style Reform
Since January 2017, KDDI has set indicators related to working hours to encourage a fundamental shift in mindsets and behaviors from conventional to more productive work styles. Through these efforts, we fully launched Work Style Reform initiatives and, at the same time, established the Work Style Reform Promotion Committee. The committee consists of executive directors who serve as division heads, and its chair is an executive officer from the Human Resources Division, who is appointed to this role. Since April 2018, presidents of strategic subsidiaries have also joined the committee, and the Human Resources Division and all divisions are working as one to drive Work Style Reform initiatives.
Operational Framework of the Work Style Reform Promotion Committee
KDDI Engineering Corporation, au Financial Holdings Corporation, KDDI Sonic-Falcon CORPORATION, AEON Holdings Corporation of Japan, au Energy Holdings Corporation, OKINAWA CELLULAR TELEPHONE COMPANY, BIGLOBE Inc., Chubu Telecommunications Co., Inc., KDDI Digital Divergence Holdings Corporation, Altius Link, Inc., KDDI MATOMETE OFFICE CORPORATION (As of May 2025)
Initiatives and Results of Work Style Reform
- Held monthly Work Style Reform Promotion Committee meetings (topics: eliminating excessive working hours, increasing productivity, etc.)
- For the purposes of appropriate work schedule management and of early support for employees who show signs of mental instability, we interviewed all 13,000 employees working in our offices in Japan, including loaned employees, twice a year.
- Monitoring Attendance and Overtime to Ensure Proper Working Hour Management
- We mandated all employees to log off their computers and leave the office within half an hour after they complete their work for the day.
- We mandated all employees to have a nine-hour interval between the end of working hours and the start of working hours the following day.
- We created a system to record and manage the hours each employee enters and exits the building as well as the hours they log off their office computers, and looked into all discrepancies between the system log and the hours reported by employees.
- Promoting the use of annual paid leave.
- Introduced robotic process automation (RPA)
- Made internal systems accessible to mobile devices
- To have quality meetings, each division promoted action plans for meeting reform.
- The office was refurbished to encourage new work styles
(Satellite office renewal) - Revised telework work rules to promote hybrid teleworking and in-office work styles
Initiatives to Improve Employee Engagement
Employee Engagement Survey
KDDI believes that each employee working vibrantly and enjoyably leads to the company’s sustainable growth and conducts an employee engagement survey every quarter.
In this survey, we measure and quantify the voluntary willingness to contribute to the company and to their work, which KDDI defines as employee engagement. The survey results are shared in real time with the leaders of each organization.
Rather than the Human Resources Division analyzing the results of employee engagement and devising measures, leaders of each organization share the survey results with their members and, through dialogue, leaders and members identify what challenges their own organization faces and how they can work vibrantly and enjoyably. We believe that this process itself leads to improved employee engagement.
We are taking on these activities as a company-wide challenge and working to improve employee engagement.
Employee Recognition Program
KDDI has introduced a recognition program for individual employees and teams to enhance employee motivation and strengthen a sense of solidarity.
President’s Award
: The most prestigious award presented to employees (individuals or teams) who have achieved exceptional results, in recognition of their achievements.
Contribution Award: An award presented to employees (including teams) who are recognized for outstanding achievements among the nominations for the President’s Award, although they narrowly missed receiving the President’s Award.
Best Award
: An award presented to individuals or teams who are recognized for excellent business results and an excellent attitude toward their work in each division and have played such an active role that they have become role models and benchmarks for employees in the division, in recognition of their achievements.
Creating Sound Labor-Management Relations
We guarantee the right to freedom of association and collective bargaining. We adopted a Union Shop Agreement that requires all employees in Japan, except for managers and temporary employees, to join the KDDI Labor Union starting in January 2012, and we signed the Labor-Management Relations Agreement, Union Activities Agreement and Collective Bargaining Agreement with the KDDI Workers Union. We continuously engage in labor-management discussions through various forums such as collective bargaining, administrative negotiations, and labor-management committees, addressing various issues, including the improvement of working conditions, and fostering close communication between labor and management.
We have also established systems for personnel evaluations and job transfers, including a system that accepts complaints lodged by employees themselves.
Policies and Initiatives on Remuneration
KDDI declares in the KDDI Group Mission Statement that it “values and cares about the material and emotional well-being of all its employees,” placing importance on economic well-being in terms of wages. Accordingly, we not only comply with statutory minimum wages but also provide remuneration at living-wage levels that enable employees and their families to lead comfortable lives.
Furthermore, we regularly participate in remuneration surveys conducted by external organizations and operate systems that maintain a leading level of remuneration compared with our competitors.
Severance Pay and Pension System
In August 2020, KDDI introduced a defined-contribution corporate pension plan for employees to whom the KDDI Version Job Style Personnel System applies. This plan supports employees' life plans and autonomous asset-building efforts. To enable each employee to build their assets in accordance with their wishes, we hold briefings and provide extensive investment education through e-learning.
Wellness Benefits (for Employees)
| Various systems |
|
|---|---|
| Insurance | Insurance Health insurance, pension insurance, employment insurance, labor accident insurance, etc. |
| Asset creation | Various asset creation and accumulation systems, employee stock-holding association |
| Welfare association | KDDI Group Welfare Association (mutual aid benefits, support systems for daily life, group insurance, group life insurance, sports clubs, golf courses, department store perks, coupons for theme parks and resorts, etc.) |
| Residential investments | Affiliated home loans |
| Resorts | Around 75 contracted resorts nationwide |
Mid- and Long-Term Incentives for Employees
KDDI has adopted a stock ownership association system (KDDI Employee Stock Ownership Association) as a mid- to long-term incentive for its employees.
Under the KDDI Employee Stock Ownership Association, employees (including those in Group companies) may voluntarily join the association and contribute a fixed amount to the association through payroll deductions from their monthly salaries and bonuses. Combined with incentives from KDDI, these contributions are used to purchase KDDI shares. This system is available to all employees (excluding those such as contract employees) and is operated as part of our benefits program with the aim of supporting mid- to long-term asset formation.