Fuji Electric Global

Global

ESGActivities and Performances for Promoting Diversity

Number of Employees

Number of Full-Time Employees by Region (Consolidated)

Number of Full-Time Employees by Region (Consolidated)

Non-Full-Time Employees

(People)
  2017 2018 2019 2020
Japan Number of employees 5,093 5,412 5,890 5,402
% of total 22.3% 23.5% 25.0% 23.5%
Overseas Number of employees 269 158 343 497
% of total 2.8% 1.6% 3.3% 4.8%

Numbers of Male and Female Full-Time Employees (Consolidated)

Numbers of Male and Female Full-Time Employees (Consolidated)

Number of Female Regular Employees in Japan

(People)
  March 31, 2018 March 31, 2019 March 31, 2020 March 31, 2021
No. of female employees 1,697
(12.44%)
1,732
(12.72%)
1,773
(13.01%)
1,810
(13.2%)

Scope: Fuji Electric Co., Ltd. and the consolidated subsidiaries (6 companies) that adopt the same HR system as the Company.

Employees by Age Group (Japan)

(People)
  Lower than 30 30–39 40–49 50–59 60 or above Total
Men 1,513 1,897 3,254 4,751 458 11,873
Women 285 272 628 586 39 1,810

Recruiting Results in Japan

(People)
FY2018 FY2019 FY2020 FY2021 FY2023
Target
Regular Recruiting : University and technical college graduates Total 241 248 269 259
Men 194 194 210 207  
Women
(% of total)
47
(19.5%)
54
(21.8%)
59
(21.9%)
52
(20.1%)
20%
Regular Recruiting : High school graduates Total 66 80 95 85  
Men 57 73 87 74  
Women
(% of total)
9
(13.6%)
7
(8.8%)
8
(8.4%)
11
(12.9%)
 
Total (Regular Recruiting) Total 307 328 364 344  
Men 251 267 297 281  
Women
(% of total)
56
(18.2%)
61
(18.6%)
67
(18.4%)
63
(18.3%)
 
Mid-Career Recruiting Total 110 110 121    
Men 94 101 107    
Women
(% of total)
16
(14.5%)
9
(8.2%)
14
(11.6%)
   
Total
(Regular+ Mid-Career Recruiting)
Total 417 438 485    
Men 345 368 404    
Women
(% of total)
72
(17.3%)
70
(16.0%)
81
(16.7%)
   

Regular Recruiting: New graduates hired on April 1st each fiscal year.
Scope: Fuji Electric Co., Ltd. and the consolidated subsidiaries (6 companies) that adopt the same HR system as the Company.

Mid-Career Recruiting: Mid-Career hiring from April 1st to March 31st each fiscal year.
Scope: Fuji Electric Co., Ltd. and Fuji Electric FA Components & Systems Co., Ltd.

Employee’s Average Age and Years of Service

  March 31, 2018 March 31, 2019 March 31, 2020 March 31, 2021
Average Age (Years) Men 44.6 44.9 45.0 45.0
Women 42.5 43.0 42.8 43.2
Average Years of Service Men 20.6 21.0 20.9 20.8
Women 19.3 19.5 19.4 19.5

Scope: Fuji Electric Co., Ltd.

Turnover Rate of Employees Three Years After Joining

  Turnover Rate
Employees joining in 2014 (rate of employees leaving in fiscal 2014–2016) 7.0%
Employees joining in 2015 (rate of employees leaving in fiscal 2015–2017) 8.1%
Employees joining in 2016 (rate of employees leaving in fiscal 2016–2018) 8.4%
Employees joining in 2017 (rate of employees leaving in fiscal 2017–2019) 9.0%
Employees joining in 2018 (rate of employees leaving in fiscal 2018–2020) 9.1%

Supporting the Advancement of Female Employees

Fuji Electric engages in diversity initiatives in keeping with its management policy, "maximize our strengths as a team, respecting employees' diverse ambition."

A particular area of emphasis is to enable women to play active roles, and one of the human resource strategies in the Medium-Term Management Plan is an ongoing effort to actively hire women with science and engineering backgrounds, support their career development, and provide assistance to women returning to work after childcare leave. We have also taken steps to reform our workplace culture by raising awareness in level-specific training programs.

Actively Recruiting Women

We organized a project advanced by 70 female employees with science and engineering backgrounds for recruiting women of similar backgrounds. Through this project, we conducted seminars in which female employees working in frontline operations spoke of their experiences, held career development forums, and implemented other activities designed to paint a clear picture of the career paths available to women working at Company. These efforts helped us recruit women with science and engineering backgrounds.

Supporting the Career Development of Female Employees

Sister System

To support the careers of our female employees, we have introduced a mentor system (called Sister System), in which senior female employees serve as advisors, share role models with younger female employees and help them solve problems in balancing their careers and personal lives.

The Sister System pairs a senior female employee, who is an advisor, with a female employee who has applied for the program. The senior employee provides one-on-one advice on a variety of issues, including career development, balancing work and personal life, and workplace concerns. System participants also receive training on social trends, life careers, work-life balance, and other topics.

Through this system, we aim to increase the number of female employees who are motivated to advance their careers and who are willing to take on the challenge of higher positions.

A total of 516 female employees have participated in the program since fiscal 2011.

Fostering Priority Career Development Candidates

With the aim of increasing the number of female managers, we conduct interviews with the superiors and subordinates of female employees to identify those who are motivated to take on the challenge of higher-level positions. These employees are registered as Priority Career Development Candidates, and they participate in both on-the-job and off-the-job training (group training) to enhance their careers.

Under this system, the Company provides active support to help employees acquire the knowledge and skills necessary for high-level positions, with the aim of increasing the number of female managers in the future.

Joint training for female managers in different fields

Female managers are sent to training programs for female managers of different business fields. Through personal interaction with female managers at other companies, these programs aim to expose participants to a variety of ways of thinking and values, giving them awareness of a variety of issues and broadening their perspectives.

Promotion of a Work-Life Balance

Gender composition of assistant manager or higher position

(People)
FY2018 FY2019 FY2020 FY2021 FY2023
Target
Manager or higher position* Total 2570 2449 2552 2535
Men 2520 2392 2488 2467  
Women
(% of total)
50
(1.9%)
57
(2.3%)
64
(2.5%)
70
(2.8%)
3.0%
Assistant manager or equivalent position* Total 4102 3902 4091 4091  
Men 3927 3710 3887 3861  
Women
(% of total)
175
(4.3%)
192
(4.9%)
204
(5.0%)
230
(5.6%)
7.5%
Assistant manager or higher position* Total 6672 6351 6643 6626  
Men 6447 6102 6375 6328  
Women
(% of total)
225
(3.4%)
249
(3.9%)
268
(4.0%)
300
(4.5%)
400

* Number of manager or higher position is as of April
Number of assistant manager or equivalent position is as of June

* Scope: Fuji Electric Co., Ltd. and the consolidated subsidiaries (6 companies) that adopt the same HR system as the Company.

Supporting the Advancement of People with Disabilities

We are promoting employment of people with disabilities with the goals of growing rates of employment of differently abled individuals while remaining above the legally mandated rate and of enabling as many people as possible with disabilities to continue working until retirement age. As of June 2021, people with disabilities made up 2.92% of our workforce, which exceeds Japan’s legally mandated ratio of 2.3%.

Number of Disabled Employees/Employment Rate (in Japan)

Number of Disabled Employees/Employment Rate (in Japan)

Scope:
Fuji Electric Co., Ltd. and the consolidated subsidiaries (5 companies) that adopt the same HR system as the Company.

Initiatives of a Special-Purpose Subsidiary

In 1994, Fuji Electric Frontier Co., Ltd., was established as a special-purpose subsidiary designed to encourage the employment of people with mental or other disabilities, and to expand the range of duties that they can perform.

In fiscal 2020, 24 people with disabilities were hired and now this company has 174 employees with disabilities. As for expanding the range of their duties, we seek to cultivate their individual capabilities, such as roles in manufacturing and other sites in addition to cleaning, in-house mail services, and other tasks performed on a contract basis. At the Kawasaki Factory, for example, employees with disabilities handle all operations at the parts reception center, without any need for a supervisor.

In addition, to promote continuous employment, we are providing focused support for self-sufficiency in daily life as a member of society through programs to maintain and increase basic academic skills, health management including physical fitness, and life management using leisure activities (walking/bowling) and so on.

Fuji Electric Frontier also conducts facility tours for the parents of students with disabilities and relevant organizations and accepts interns from special needs schools as part of its commitment to facilitating the social participation of as many people as possible.

Fork lift operation work
Fork lift operation work
Manufacturing support in clean room
Manufacturing support in clean room

Promoting Employment of the Elderly

Selective System for Extended Employment for General Employees

Fuji Electric is introducing a Selective System for Extended Employment in Japan.

Beginning with an explanation of the system in the fiscal year corresponding to when an employee attains the age of 55, a final decision is made at a one-to-one interview in the fiscal year corresponding to when employees attain the age of 57, when the age of retirement between the ages of 60 to 65 (six possible choices) is determined.

As of March 31, 2021, Fuji Electric had 963 employees aged 60 or older.

Selective System for Extended Employment

Retirement age Any of the years from age 60 through 65 (six possible choices)
Selection period In fiscal year corresponding to age 55: Explain system
In fiscal year corresponding to age 57: Make final decision based on individual interview
In fiscal year corresponding to age 59: Finalize details
Salary/compensation When employees reach the age of 60, they are compensated at 60% of previous levels, including salary and bonuses.

Senior Task System (for management employees)

In April 2020, we introduced a new Senior Task System for management employees aged 60 or older. This is a revision of the previous system, where compensation was based on the position when they reached age 60. Under the new system, compensation is based on the value of their work. This enables employees who continue performing at a high level to be treated the same way as they were before age 60, with the aim of increasing their motivation.

Employment Guidelines for Employees over 65

We formulated the Employment Guidelines for Employees over 65 to provide an environment enabling employees, regardless of age, to make a contribution by deploying their high-level skills and knowledge until age 75.

We are considering ways to expand the system by introducing more flexible working styles and developing more positions suited to its use.

Individuals Taking Advantage of the Selective System for Extended Employment

Individuals Taking Advantage of the Selective System for Extended Employment

Scope:
Fuji Electric Co., Ltd. and the consolidated subsidiaries (5 companies) that adopt the same HR system as the Company.

Employees Aged 60 or Over

Employees Aged 60 or Over

Scope:
Fuji Electric Co., Ltd. and the consolidated subsidiaries (5 companies) that adopt the same HR system as the Company.

Utilizing Human Resources at Overseas Bases

Fuji Electric has engaged in globalization to enhance growth prospects and support business expansion. As part of this effort, we are striving to elevate local employees to positions of responsibility at our overseas bases, including executive officers. As part of its efforts to promote the development of locally hired employees at overseas bases, Fuji Electric invites such employees to participate in training in Japan. In fiscal 2020, although there were limitations on account of the impact exerted by COVID-19, we continued our efforts and about 10 employees were accepted for training at factories and business divisions in Japan, which was essentially on par with a typical year. After returning to their countries, these employees have been utilizing the knowledge and techniques gained in Japan as they act as key members in their respective organizations.

Looking ahead, we will actively promote strategic hiring and placement of human resources appropriate for overseas markets as well as increase their motivation to develop locally hired employees at our overseas bases.

Creating a Diversity-Friendly Corporate Culture

We are implementing a raft of measures designed to promote a change in the way all our employees think about diversity.

Raising Awareness through Training and Education

Diversity training in level-specific training courses

Training was held for those being promoted to a higher rank so that they would be able to understand the importance of diversity and the details of Company initiatives, as well as the roles required of each position.

Target employees General managers Managers*1 Planning position grade I*2
No. of participants 61 persons 130 persons 184 persons
  • Appointed managers: Manager level
  • Appointed planning position grade I: Assistant managers level

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