Fuji Electric Global

Global

ESGCommunicating 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 possible 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 2020, we sent questionnaires to 21,304 individuals and received 20,450 responses (response rate: 96.0%).

The survey was designed to ascertain employees’ satisfaction with the company in terms of management policies, enthusiasm toward work, workplace teamwork, work-life balance and other aspects. The survey in FY 2020 showed that 76.4% of employees were satisfied with working at Fuji Electric, and this is one our strengths. 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.

Based on the results of surveys conducted from fiscal 2018 onward, we have been working to improve the level of workplace management by visualizing medium-term career goals and sharing them with supervisors and subordinates, while increasing the level of line management skills though line management training. As a result, following on from fiscal 2019, the survey conducted in fiscal 2020 showed improvements in areas related to communication between supervisors and subordinates as well as workplace management. Looking ahead, we will continue to work on this issue while expanding the scope of line management training to include Group affiliated companies and further strengthen line management capabilities.

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 on mutual respect for the rights of management and the rights of employees, 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]

  • Matters related to standards for wages, work hours, retirement benefits, etc.
  • Matters related to occupational health and safety and welfare policies
  • Matters related to relocations, etc. accompanying business restructuring

Formation of a Labor Union

Each subsidiary’s employees are organizes the individual labor union, so that individual management issues and labor conditions relating to the individual subsidiary can be discussed between its management and labor. These unions, in Japan, are joined together in the Fuji Electric Group Union.

The Fuji Electric Group Union has a membership of 13,498 people as of March 31, 2021 and is a member of 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 2020, we expanded the number of eligible employees and relaxed requirements for the teleworking system in a bid to improve the flexibility of the system’s use as one initiative to help enhance and improve work efficiency and work quality.

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.

MENU

ESG