Fuji Electric Global

Global

ESGPromoting Work-Life Balance

Stance on Work-Life Balance

We are strengthening initiatives in Japan to help employees achieve work-life balance by creating working environments that are more conducive to diversity and that enable people to fulfill their potential. We have positioned workstyle innovation and the enhancement of a support system to provide fulfillment in and outside of work as key concerns of management to ensure that people can focus on their jobs while at work and rest properly outside of work. Management and labor representatives deliberate on these issues, and we are endeavoring to enhance our programs and corporate culture.

Promoting Work-Style Innovation

Fuji Electric is moving forward with promoting workstyle innovations in the belief that a balanced workstyle raises productivity.

We conduct activities at each business site aimed at raising work quality and efficiency, including a review of the workflow and the monitoring of the business operations. Fuji Electric continues steadfast efforts to reduce workhours and encourage employees to acquire leave through joint initiatives between organizational divisions and workplaces as it promotes awareness reforms. As a result, in fiscal 2020 there were zero violations of our overtime work limit or our requirement to take five days of annual paid leave.

In addition, with regard to the Location Flexible working systems that enable employees to work in locations other than the office at which they are posted or at home introduced in June 2017, we will gradually relax the scope of target users and requirements. Many employees use them as "one of the various workstyle options that contribute to raising work efficiency."

As part of our Companywide business quality improvement activities (Pro-7), which we have been working on for some time, we have set up and are propelling workstyle reform promotion projects to achieve the Pro-7 goals after organizing items that are common to the entire Company and items that each business group will work on according to industries and business conditions.

Promotion of paid leave acquisition

In addition to promoting physical and mental health, we encourage a workstyle of focusing on one’s job while at work and resting properly outside of work along with teamwork. For this reason, we are implementing the following initiatives.

  • Promotion of acquisition of five consecutive days of leave
  • Revision of system for taking planned leaves (system promoting advanced planning on when to use of 50% of paid leave days allocated in each fiscal year)
  • Holding of regular forums for discussion to enable initiatives to be monitored by both labor and management
  • Simultaneous acquisition of paid leave by employees at individual bases (up to five day)
  • Tracking of leave acquisition (thorough monitoring of plans and performance)
  FY2018 FY2019 FY2020
Number of annual paid vacation days taken 14.5 16.5 17.3
Percentage of annual paid vacation days taken 60.4% 68.8% 72.1%

Scope: Fuji Electric Co., Ltd. and the consolidated subsidiaries (7 companies) that adopt the same HR system as the Company.

Initiatives to prevent excessive working hours

The prevention of excessive working hours has been defined as a shared, Companywide target. Accordingly, we have been implementing monitoring and attitude reform initiatives on a workplace basis at all businesses sites. The progress of initiatives is tracked on a monthly basis. Those business sites that have been found to have a large number of employees working excessive hours in previous fiscal years are designated as requiring follow-up monitoring, and regular meetings are held with these sites to confirm the progress of individual initiatives.

A certain degree of success has been achieved through these efforts, as indicated by an ongoing decrease in employees working excessive hours.

[Companywide Policies for Preventing Excessive Workhours]

  • Minimize the number of employees working more than 80 hours of overtime a month
  • Limit overtime to 100 hours a month and 80 a month on 2–6 month average even during busy periods
  • Work toward above targets with regard to employees not normally applicable (local installation workers, etc.)

[Attitude reform initiatives]

  • Establishment of days when employees should leave work on time (no overtime days)
  • Management of overtime be requiring pre-reporting
  • E-mail alert to managers of the excess overtime limit for the month
  • Institution of overtime patrols
  • Awareness improvement through e-learning programs and posters
  FY2018 FY2019 FY2020
Average overtime work hours 24.04 23.83 18.90

Scope: Fuji Electric Co., Ltd. and the consolidated subsidiaries (7 companies) that adopt the same HR system as the Company.

Systems allowing for flexibility in work locations and working hours

  • Flex-time system: Used by roughly 100% of employees in sales, development, engineering, and staff-related divisions.
  • Introduction of Location Flexible Working Systems (Work in Satellite Offices or Home Offices): Create environments where working hours can be used efficiently by allowing employees to work at home or at offices other than the one at which they are normally stationed to reduce commute time and also contribute to improved work-life balance for employees raising children or caring for family members. From October 2020, in addition to the conventional support for work-life balance, we are expanding the scope of applicability for the work in satellite offices or home offices system as "one of the various workstyle options that contribute to raising work efficiency" to allow for even more flexible workstyles.
  • As a countermeasure against COVID-19, we are also operating the system on an extended basis to all employees temporarily.

Helping Employees to Achieve Fulfillment in and outside of Work

For employees raising children or caring for someone, we are enriching the support system and creating initiatives to influence workplace morale to maximize the ability of these employees to find fulfillment in and outside of work.

Support for Raising Children

System to Support Employees on Childcare Leave

Fuji Electric introduced the online “wiwiw” program as a communication tool to help alleviate the anxieties of employees on long leave from the Company. This program provides a wide range of services helpful to employees including timely information on the Company, a channel of communication with managers, and e-learning courses for developing business skills to facilitate the smooth return to work.

Training to Help Employees Return to Work after Childcare Leave

Moreover, the Company conducts manager and subordinate communication training focused on support for work-life balance when an employee returns to work. This training provides a forum for employees returning to work and their managers to share their thinking about work and career aspirations. The training aims to promote work-life balance for returning employees and to maximize performance within the Company.
In fiscal 2020, 100% of applicable employees returned to work after childcare leave, and 17 pairs participated in training.

Participation in Childcare by Male Employees

Awareness activities including displays of posters in workplaces are being carried out to create a culture in which men participate in childcare.In addition, in order to receive a wide range of consultation about men’s participation in childcare,we have established a "Ikumen consultation" in each office Affairs.

When a male employee has a child, the human resources department sends an e-mail to that employee and their supervisor explaining the childcare system, and proactively promotes the use of the system.

Care Support

Fuji Electric also places considerable weight on supporting employees whose family members and relatives require nursing care. Our various initiatives include continuing to upgrade and expand our nursing care leave system and disseminating information in a timely manner via our website.

[Support Systems for Balancing Work with Nursing Care]

Caregiver e-learning for managers

We held an e-learning program for managers to help them understand the basics of caregiving and how to deal with subordinates who are caring for a family member. More than 2,600 managers took part in the program, deepening their understanding of how to balance work and nursing care.

Enhancement of Support Systems for Balancing Work with Nursing Care

Fuji Electric is implementing various measures to help employees balance their work with nursing care.

  1. Nursing care websites are established for the purpose of providing employees with a wider range of information pertaining to nursing care. In addition, the previously distributed nursing care handbooks have been revised and redistributed.

  2. Nursing care consultation venues have been created through which employees can seek counsel 24 hours a day, 365 days a week to address their concerns and questions regarding nursing care.

  3. The Fuji Electric Mutual Aid Association has a monetary gift system designed to assist employees in paying the costs of nursing care services that must be paid out of pocket.

  4. To provide nursing care information, we distributed an e-mail newsletter containing basic knowledge of nursing care and the latest cases to all employees every quarter.

Various childcare and nursing care systems

As a part of efforts to support work-life balance, Fuji Electric has introduced a variety of leave systems in Japan. In addition to childcare and nursing care leave, we have also set up other leave systems, including shortened working hour systems and system for use in the event of a spouse being posted overseas.

Furthermore, in fiscal 2016 we allowed employees to take nursing care leave in half-day increments and, in fiscal 2020, expanded the system to allow such leave to be taken on an hourly basis. In fiscal 2017, we introduced working systems that enable employees to work in satellite or home offices. Allowing employees to work at home or in locations other than the office at which they are posted has helped improve the work-life balance of employees with childcare or nursing care responsibilities. Through these efforts, we strive to encourage male employees to take part in childrearing while reforming awareness among such employees and their coworkers and cultivating an understanding corporate culture.

Number of childcare- and nursing care-related system users Various childcare and nursing care systems

Childcare-related leave systems
Maternity leave 8 weeks before scheduled delivery date,
8 weeks after birth
Paternity leave 5 days
Accumulated leave system Individuals may take accumulated days of paid leave for reasons including illness or injury and nursing care (including maternal care and child nursing), spousal childcare and volunteer activities.
Vacation time may be accumulated to a maximum of 30 days.
Childcare leave system Maximum of 24 months until the child reaches two years of age.
Family nursing care leave Up to a maximum of 10 days may be taken by hour or half day every year if needed to nurse a family member.
Up to five days per child can be taken to care for children through March of the child’s sixth grade of school.
Annual paid leave by hour Up to four days may be taken by hour every year until the end of March in the year a child is in the sixth grade of elementary school.
Shorter working hours during pregnancy, after birth During pregnancy and for one year after childbirth, shorter working hours are possible, reduce actual daily working hours to six, flextime system available.
Shorter working hours for childcare Shorter working hours for childcare, reducing actual daily working hours to six, until the child concerned completes the sixth grade of elementary school, flextime system available.
System for working in satellite/home offices Possible for employees raising children to work from Satellite Offices or Home Offices.
Nursing care-related leave systems
Nursing care leave system Up to 36 months. Can be taken separately.
Family nursing care leave In the event of taking care of a family member requiring nursing care, up to five days by hour or half day may be taken for each family member receiving care.
Annual paid leave by hour Shorter working hours are possible, reducing average daily working hours to six, for a maximum of 36 months.
It is also possible to register a complete day not at work.
Shorter working hours for nursing care Hourly leave may be taken up to four days when it is necessary to provide nursing care for family members within the second degree of relation.
System for working in satellite/home offices Possible for employees who have nursing care commitments to work from Satellite Offices or Home Offices.
(people)
Other Systems
Spouse Transfer Leave System This is available to employees whose spouses have been transferred and who can no longer commute from their new residences. The system allows them to take leave to be with their spouses (up to 60 months).
Rehiring request registration system Registration for rehiring may be conducted by employees that have left work for reasons related to childcare, nursing care, or job relocation by spouse.

Number of childcare- and nursing care-related system users

(people)
  FY2016 FY2017 FY2018 FY2019 FY2020
Childcare leave 117
(Men 9 )
106
(Men 7 )
107
(Men 6 )
105
(Men 6 )
118
(Men 18 )
Shorter working hours for childcare 219
(Men 1 )
229
(Men 2 )
243
(Men 7 )
235
(Men 5 )
220
(Men 10 )
Nursing care 7
(Men 3 )
5
(Men 3 )
4
(Men 3 )
4
(Men 2 )
4
(Men 2 )
Paternity leave
(Acquisition rate)
189
(66.1%)
181
(81.9%)
210
(92.9%)
225
(96.6%)
214
(97.3%)
(Day)
  FY2016 FY2017 FY2018 FY2019 FY2020
Average paternity leave taken 3.8 3.4 3.8 3.7 3.9

Scope:Fuji Electric Co., Ltd. and the consolidated subsidiaries (7 companies) that adopt the same HR system as the Company.

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