Sustainability
Human Resource Development and Fair Evaluation
Basic Stance toward Human Resource Development
Fuji Electric views the development of employee skills as a top priority for management. In addition, having declared our promise to “Respect and value all people” in our Code of Conduct, we have announced our intent to reinforce human resource development programs to drive the growth of individual employees and to heighten the overall potential of teams. We are also proactive in providing education and training opportunities for employees to cultivate professionals that can contribute to increased global competitiveness.
Education and Training Systems
As well as on-the-job training and specific education run by business divisions or sites, a wide array of education and training is provided through Company-wide training and level-specific specialty training courses. We aim to achieve the growth of individuals, which is the source of our competitive strength, and to improve our comprehensive strength as an organization.
Level-Specific Training
In order to foster strong team building capabilities, level-specific training is provided to individuals receiving promotions or new appointments to help them improve their management skills, people skills, and logical thinking skills. A total of 1,174 individuals underwent such training in fiscal 2024.
Selective Training
We provide selective training to identify individuals with the potential to become future division or business leaders at an early stage and to promote ongoing and Companywide cultivation of candidates for future positions in senior management. Selected individuals are submitted to an education program that includes external training, which also serves as an opportunity for them to interact with people from other companies. A total of 49 individuals were selected for such training in fiscal 2024.
Specialty Training
The aim of specialty training is to enable employees to enhance their individual abilities and to learn new specialized knowledge and skills. In particular, we systematically structure our technology seminars into several specific categories, offering seminars by segment and level. A total of 9,513 individuals underwent such training in fiscal 2024.
Manufacturing education
We focus on accumulating manufacturing technologies and expertise within the company, and on developing production engineers and technicians who can thrive at our domestic and international production sites.
In Japan, we provide a one-year specialized skills training program for new employees directly involved in manufacturing, as well as a three-month specialized technical training for newly appointed production engineers assigned to our factory’s production technology departments. For mid-career experienced workers, we offer Manufacturing Mastery training to foster personnel with not only advanced technical skills but also excellent abilities in process improvement and rationalization. Additionally, at each manufacturing site, we systematically plan education programs tailored to different job categories, levels, and individual skill levels.
For our overseas production engineers, we organize structured technical education through core technology courses and practical on-site coaching.
Training on core technologies
Manufacturing technology and Management technique training for employees in production engineering and technical fields in Japan and overseas.
Manufacturing Digital Technology Training
Training programs for manufacturing digital talent at every level, aiming to realize connected smart factories.
-
Basic/Introductory Digital Technology Course (video learning)
-
Applied Digital Technology Course
-
Hands-on Digital Practice Training
Production Engineer Training by Level
Step-by-step training for production engineers to develop talent that can work globally, both domestically and overseas.
Three-month intensive practical training for new graduates (university or technical college) to rapidly gain broad production engineering expertise
Developing talents who can contribute and lead within their teams
Developing talents who can independently plan, propose, and implement new projects
Second-Year Core Technology Training
Basic manufacturing technology courses for all second-year university and technical college graduates
◆ SCM/PLM Collaboration Courses
-
Product Planning Basics
-
Cost Management (Basic & Advanced)
-
Production Management Basics
-
Value Engineering (Basic & Advanced)
-
Industrial Engineering Basics
◆ Digital Application Course
-
DX (Digital Transformation) Basics
-
Product Value Basics
-
Smart Factory Basics
◆ FePS (Fuji Electric Production System) Basics
Supervisory Training
We conduct tier-specific training for supervisors at different levels (Manufacturing Supervisors, Work Leaders, and Work Team Leaders):
-
Manufacturing Supervisors: Focus on enhancing management skills for operations and personnel.
-
Work Leaders: As frontline supervisors, they develop leadership abilities that involve motivating and guiding teams both inside and outside the workplace.
-
Work Team Leaders: To improve on-site capabilities, they learn effective people management and work instruction techniques to strengthen operational leadership.
Manufacturing Mastery Training
This program provides foundational and advanced training for mid-career team leaders to acquire the technical skills necessary for exceptional process improvement and rationalization. Certified Manufacturing Masters receive incentive bonuses to boost motivation and strengthen manufacturing capabilities at our factories.
New Employee Skills Training
-
All new recruits with high school skills participate in a one-year, full-residency training program.
-
The goal is to establish a solid foundation for their technical careers and to develop personnel capable of immediate contribution by passing skills qualification exams.
Education and Training Aligned to the Promotion of Globalization
We are cultivating human resources based on the belief that to provide maximum satisfaction to customers around the world, it is important for persons employed in countries and regions outside Japan and employees in Japan to work together as one team across countries and regions.
Basic Policy for Cultivating Globally Competent Employees
We aim to cultivate individuals who can create new value by working as part of a team alongside local employees in overseas locations, through international assignments and experiences in work and daily life abroad. Based on self-awareness and understanding of others, we value recognizing each individual’s personality beyond cultural and regional differences, fostering mutual respect and cooperation.
Through programs such as the Global Specialist Program — dispatching domestic employees abroad — and the National Staff Program — bringing overseas personnel to Japan — we promote active exchange of talent globally. These programs also facilitate skill development in assigned roles, contributing to the cultivation of future global leaders.
Additionally, to strengthen manufacturing capabilities at overseas sites, we are actively planning the development of local production engineers. Moreover, to enhance overseas operations, we identify key positions with significant influence on local management and are working on selecting and developing successor candidates.
Introduction of New Human Resources Development Programs
1.Cultivation of domestic employees—Global Specialist Program (about 5 employees dispatched per year)
The Global Specialist Program entails overseas assignments of approximately two years for mid-level employees that have accumulated a certain degree of experience in Japan. This program is aimed at expanding the number of future global business leaders, driving further global business development, and accelerating business growth. A total of 60 employees have been dispatched through this program since its introduction in fiscal 2017.
2.Developing overseas recruits: National Specialist Program (about 20 employees accepted per year)
In order to develop human resources who can contribute to the future expansion of our overseas operations, we offer an OJT program where local employees from our overseas sites receive training in Japan for a period of approximately three months to one year. This program has accepted a cumulative total of 120 people since fiscal 2017.
3.Language skill improvement program—Fuji Global 1 (about 300 participants per year)
Improving the language skills of employees that are dispatched overseas and the key personnel in Japan that serve as venues for contact from overseas will be crucial as Fuji Electric continues to globalize its business. An aggregate total of 3,200 employees have participated in this program since fiscal 2017.
We aim to supply the individuals who will be central to future development with opportunities to acquire the language skills that will enable them to function on the global stage. This program is thus anticipated to help accelerate the pace at which we are able to foster globally competent human resources that can be effective contributors to the workplace.
Reskilling
We are working on human resource development, such as reskilling according to business needs, upskilling to improve productivity, and support for autonomous career development, so that diverse human resources can realize "autonomous and highly productive work styles."
In particular, as the world changes dramatically with the rapid spread of advanced DX technologies such as AI and IoT, we are actively working to develop digital human resources to solve problems using digital technology, create new value, and improve the productivity of internal operations. We are providing education to improve DX literacy not only for engineers responsible for service development, but also for factories and production departments and sales and service departments close to customers. The number of participants in DX-related courses has exceeded 20,167 in total over the four years from FY 2021 to FY 2024.
Average Time and Total Cost of Training
(Hours)
(Millions of Yen)
A Fair Remuneration System
Fuji Electric has introduced a remuneration philosophy that focuses on rewarding employees for results and corresponds to the value of their work.
For management employees, Fuji Electric utilizes a remuneration system that reflects goal levels, role and responsibility. This system was designed to strengthen employees’ commitment toward achieving their own individual goals in order to contribute to the accomplishment of the Company’s performance targets and to nurture the leaders of the future who will drive the organization and teams forward.
Our compensation system for general employees, meanwhile, is based on a job qualification system for planning positions, where not only results but also processes (behavioral characteristics) are evaluated. Those in skill-based and practical positions are assessed annually, and increases in their work proficiency are reflected in their compensation. For technicians above a certain level, we have a system in place to reward their improvements and rationalization efforts in the form of an added bonus. As a side note, the targets and achievements which are the basis of the operation of each evaluation system are checked by superiors and subordinates at each interview.
