Sustainability

Communicating with Employees

Approach to Communicating with Employees

We believe that an open and positive environment and lively communication are two key elements in realizing a comfortable and pleasant workplace that supports a diverse employee base. Communication, in particular, is the springboard for every corporate activity. With this in mind, Fuji Electric is endeavoring to invigorate workplace communication.

Implementing Employee Opinion Surveys

By continuously conducting initiatives that respect employees’ desires and remain receptive toward their comments, Fuji Electric is committed to creating a workplace environment that allows its employees to make the most of their capabilities.

As part of this effort, we conduct employee opinion surveys at our consolidated subsidiaries in Japan and overseas. We started such surveys in fiscal 2010 and held them every two years thereafter. Since fiscal 2018, however, we have conducted the surveys annually to reflect the speed of recent changes in the business environment and also to receive timely feedback from employees. In fiscal 2024, questionnaires were distributed to 21,046 employees, with 20,245 responses received (response rate: 96.2%).

The survey results for fiscal 2024 show that the average score for the statement “I am satisfied with working at Fuji Electric” was 3.8 points (*1), which is a notable strength for us. Additionally, the score for the Well-Being indicator, as outlined in our mid-term plan, was 3.56 points (*2). We are actively using this feedback to translate insights into more effective initiatives, aiming to achieve both sustainable company growth and improved employee Well-Being.

The results of the survey are reported to executive management, broke down to each organization and fed back to the heads of each division and representatives of subsidiaries so that they can be used to improve issues.
This approach contributes directly to our various human resource initiatives, such as implementing training programs for mid-level managers to enhance their management skills, strengthening goal-oriented management systems and expanding education and training programs to support employee career development, and revising benefits programs to evaluate technical employees’ efforts for improvement and streamlining of work practices.

In addition, we use the results of employee awareness surveys as indicators for our human capital initiatives. Instead of aiming to increase the indicators, we use trend analysis to identify issues and risks as quickly as possible and link the results to countermeasures.

Furthermore, Fuji Electric’s labor union conducts worksite surveys of all union members and management-level employees to gain an understanding of their perspectives on and expectations for corporate management, workplace environments, and work.

Labor-Management Communication

Basic Stance toward Labor-Management Relations

Fuji Electric strives to build robust labor-management relations upon a foundation of mutual trust and responsibility, with an emphasis on dialogue. This basic stance reflects our awareness of the need to realize corporate development while maintaining fair labor terms and conditions and enhancing employee living standards.

Management and the labor union conclude labor agreements based on mutual respect for the rights of management and the rights of employees. These agreements also cover the labor union’s involvement in management and other aspects of operations.

Systems of Labor Management Conferences

Fuji Electric and the labor union have established a Management Council in order to achieve mutual understanding between management and labor through sharing and discussion of management issues. The Management Council meets once every six months. Meetings serve as forums for sharing details of the Company’s performance and discussing issues arising in business operations.

Business group- and business site-level labor management conferences have been established as subordinate organizations to the Management Council to discuss specific issues that are pertinent to each division.

Furthermore, various discussions are conducted in meetings for labor-management discussions with the aim of maintaining or improving labor conditions.

[Major Matters Discussed by the Management Council and Labor Management Conferences]

Formation of a Labor Union

Each subsidiary has its own labor union, enabling discussions on management issues and working conditions specific to that subsidiary. These unions are collectively united under the Fuji Electric Group Union.
As of March 31, 2025, the Fuji Electric Group Union has 13,596 members and is affiliated with the Japanese Electrical, Electronic & Information Union.

Solutions Moving Forward through Labor-Management Discussions

Based on labor agreements, when there are actions such as a business restructure or change in labor conditions or some other case that is likely to have a significant impact on employees’ remuneration, or matters important to both labor and management, issues are discussed in advance to reach agreements that reflect the opinions and requests of both sides.

In fiscal 2024, we held labor-management discussions with the General Workers’ Union to review our post-60 employment system for general employees. To create an environment where employees can continue to work with vitality regardless of age, we have revised our retirement policy from a selectable retirement age of 60–65 to a fixed retirement age of 65. Along with this change, we negotiated and agreed with the union to review compensation levels, and the new system took effect in April 2025.

We have also discussed with the union the introduction of a new housing support program that offers enhanced employee benefits, aiming to improve wellbeing through stronger welfare programs. This new program will be implemented from June 2025.

In addition, we are engaged in informational campaigns and education within the company to ensure these systems are easy to use for all employees. We continue to work with the union to promote workstyle reforms, including reducing overtime work and raising the rate of paid leave usage, and will maintain our efforts to make further progress through ongoing dialogue.

We have also confirmed that labor and management will continue to promote discussions and initiatives to reduce overtime work, improve acquisition rate of paid leave, and propel "workstyle reform" that continuous discussions are under way.

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