ESG

Activities and Performances for Promoting Diversity

Number of Employees

Number of Full-Time Employees by Region (Consolidated)

Non-Full-Time Employees

(People)

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

Number of Female Regular Employees in Japan

(People)

Employees by Age Group (Japan)

(People)

Recruiting Results in Japan

(People)

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

Turnover Rate of Employees Three Years After Joining

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 60 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.

In fiscal 2022, 82 female employees participated, and a total of 664 have been participated in the program since fiscal 2011.

Foster and train female managers

We are working to train and increase the number of female managers in order to create innovation and value for the company through a diverse workforce of human resources.

1. 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.

2. Training female managers

All female managers participate in training to acquire the qualifications required to succeed in management with the goal of further enhancing their perspectives and viewpoints.

Joint training for female managers in different fields

Female managers are sent to training programs (such as METI’s Women’s Initiative for Leadership and Nomura School of Advanced Management’s Executive Program for Women Leaders) 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)

Supporting the Advancement of Non-Japanese Employees and Mid-Career Employees

The table below shows our progress in promoting foreign nationals and mid-career employees to managerial positions. It is our policy to continue this trend in the future.

(People)

Training for Mid-Career Employees

As part of our efforts to promote the success of mid-career employees, we hold “Training for Newly Hired Employees” twice a year.

The training features lectures by in-house instructors on our production sites, products, and production technologies, “our technical developments,” “human rights,” “diversity,” “compliance,” and “information security,” as well as seminars by visiting instructors on career planning. In addition, e-learning provides employees with a wide range of knowledge on “diversity,” “compliance,” “information security,” and “our technological developments.”

The training is designed to enable mid-career employees to learn about our corporate philosophy, culture, and basic expectations, while also fostering a sense of belonging and unity and a high level of motivation toward their work.

Number of Attendee of Mid-Career New Employee Training

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 2023, people with disabilities made up 3.02% of our workforce, which exceeds Japan’s legally mandated ratio of 2.3%.

Number of Disabled Employees/Employment Rate (in Japan)

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 2022, 17 people with disabilities were hired and now this company has 201 employees with disabilities. As for expanding the range of their duties, we seek to cultivate their individual capabilities, such as roles of manufacturing support work in Fuji Electric in addition to cleaning, in-house mail services, and other office support 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 of help from supervisors, and at our Tokyo Factory, they are actively working on the assembly lines of the parent company.

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 leisure activities (walking/bowling/PC/etc.)

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.

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, 2023, Fuji Electric had 1,030 employees aged 60 or older.

Selective System for Extended Employment

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

Employees Aged 60 or Over

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 2022, although training was limited to 3 employees because of suspension of new entry of foreigners due to COVID-19, we continue our efforts and about 10 employees are accepted for training at factories and business divisions in Japan, which is 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.

(FY2022)

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