Sustainability
Creating a Comfortable Working Environment

Stance on Work-Life Balance

We are promoting work style reform from two perspectives: promoting the active participation of diverse human resources, including enhancing and supporting work-life balance, and improving productivity through changes to work styles that lead to improved work quality and efficiency.

We have set "work style reform," which aims for a well-balanced work style that "works when it's time to work and rests when it's time to rest," and "supporting a balance between work and life outside of work" as important issues, and are working to improve our systems and corporate culture through discussions between labor and management.

Promoting Work-Style Innovation

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

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 work hours and encourage employees to acquire leave through joint initiatives between organizational divisions and workplaces as it promotes awareness reforms. As a result, from fiscal 2019 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 system (satellite office and work from home) introduced in June 2017, we have gradually relaxed the scope of target users and requirements, and many employees use it as "one of the various workstyle options that contribute to raising work efficiency.

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)

FY2021 FY2022 FY2023 FY2024 FY2025
Number of annual paid vacation days taken 17.5 18.5 18.1 18.3 18.7
Percentage of annual paid vacation days taken 72.9％ 77.1％ 75.4% 76.2% 78.1%

Scope

Fuji Electric Co., Ltd., and its group companies (a total of 6 companies) that adopt the same HR system as Fuji Electric Co., Ltd.

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 these initiatives is monitored monthly, and at business sites where excessive working hours exist, monthly checks are conducted to identify the causes and countermeasures.

Through these efforts, the number of employees working excessive hours decreased significantly, which also led to a reduction in average overtime hours.

Companywide Policies for Preventing Excessive Work Hours
  1. 1.

    Minimize the number of employees working more than 80 hours of overtime a month

  2. 2.

    Even during busy periods, less than 100 hours a month and an average of 80 hours or less over 2 to 6 months

  3. 3.

    Work toward above two targets with regard to employees not normally applicable (R&D 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

FY2021 FY2022 FY2023 FY2024 FY2025
Average overtime work hours 20.80 20.80 19.89 18.60 18.93

Scope

Fuji Electric Co., Ltd., and its group companies (a total of 6 companies) that adopt the same HR system as Fuji Electric Co., Ltd.

Systems Allowing for Flexibility in Work Locations and Working Hours

Flex-time System

At Fuji Electric, we have introduced a flextime system that allows employees to design their own working hours without being tied to uniform prescribed hours. Nearly 100% of employees in sales, development/design, and staff divisions make use of it.

Location Flexible Working System

By enabling employees to work from home, offices other than their assigned business site, or external co-working spaces, we have prepared an environment that allows commuting time to be reduced and working hours to be used efficiently. It also leads to the achievement of work-life balance for employees with circumstances such as childcare or nursing care. Since its introduction in fiscal 2017, in addition to conventional work-life balance support, as "one of the options for diverse ways of working that contribute to raising work efficiency," we have gradually expanded eligibility requirements and reinforced the promotion of even more flexible ways of working.

(people)

FY2021 FY2022 FY2023 FY2024 FY2025
Location Flexible (total number of users) 220,338 147,251 113,728 104,148 102,090

Helping Employees to Achieve Fulfillment in and outside of Work

We are working to expand support systems and create a workplace culture so that employees with childcare or nursing care responsibilities can maximize their abilities while balancing work and life outside of work.

Childcare Support

System to Support Employees on Childcare Leave

To alleviate the anxieties of employees during leave periods when they are away from the company for extended periods, we have introduced a web communication tool with the company. This enables timely reception of company information, communication with supervisors, and self-development through e-learning, supporting a smooth return to work.

Support Training for Employees Returning from Childcare Leave

When employees return from childcare leave, we conduct "Pair Work Training" for the returning employees and their supervisors. Designed to smooth the return to the workplace, this training serves as a forum for returning employees and supervisors to share their respective situations and thinking, and discuss future work and careers, aiming to create an environment where work and family can be balanced and work results can be maximized.

In fiscal 2025, we achieved a 100% return rate, and 31 pairs of returning employees and supervisors participated in the training. Participants shared anxieties and concerns regarding future career advancement, providing an opportunity to consider workstyles after returning.

Male Participation in Childcare

In addition to expanding the leave system for spouse childbirth, we promote awareness activities through poster displays and other means to foster a culture in which male employees participate in childcare. In addition, to handle consultations regarding male participation in childcare, we have established "Papa/Mama Consultation Desks" at general affairs departments at each business site.

Furthermore, for male employees who have children and their managers, the Human Resources Department sends email notifications about relevant childcare systems and encourages active utilization of these programs.

Care Support

We are also focusing on supporting employees who have family members or relatives requiring nursing care, undertaking various initiatives such as enhancing the nursing care leave system and timely information dissemination using our website.

[Support Systems for Balancing Work with Nursing Care]

Strengthening of Support Measures for Balancing Work and Nursing Care

We are implementing various balance support measures so that employees can balance work and nursing care.

  1. 1.

    To provide clear information on nursing care, we have established a dedicated nursing care page within the "Diversity" site on the intranet. In fiscal 2024, we expanded our nursing care support programs and, through labor-management collaboration, refreshed the content of the "Nursing Care Handbook" and distributed it to all employees. The handbook is also posted on the site so that it can be viewed at any time.

  2. 2.

    We have established a 24-hour, 365-day nursing care consultation desk, preparing an environment that can promptly respond to concerns and questions regarding nursing care.

  3. 3.

    As financial support regarding nursing care, we have established a "Nursing Care Condolence Money System" within the Fuji Electric Mutual Aid Association that provides expense support for out-of-pocket costs incurred for nursing care services.

  4. 4.

    As provision of nursing care information, starting in fiscal 2020, we distribute a quarterly email newsletter to all employees covering basic knowledge of nursing care, recent case studies, and more. In addition, we post and stream videos regarding work-nursing care balance support on the intranet, preparing an environment where they can be viewed whenever necessary.

Various Systems Supporting Childcare and Nursing Care

We have introduced various systems to support the balance between family and work, such as childcare and nursing care leave systems, shortened working hour systems, and leave systems for when a spouse is transferred domestically or overseas.

Under the Location Flexible Working System, working from home or at satellite areas set up at each business site becomes possible, leading to the achievement of work-life balance for employees handling childcare or nursing care. Along with promoting male participation in childcare, this is advancing awareness reform and culture development for individuals and workplaces.

In addition, as part of strengthening support for balancing work and childcare, we are striving to expand systems, such as establishing an early return-to-work leave system after childbirth.

Various Systems Related to Childcare and Nursing Care
Childcare & Family Support Systems
Maternity leave 8 weeks before the expected date of childbirth and 8 weeks after childbirth.
Paternity leave 5 days.
Accumulated paid leave system Accumulated days of unused paid leave may be taken on a half-day basis for reasons such as personal illness or injury (including pregnancy and postpartum symptoms), family care, sick child care, or spousal childcare support.
Maximum accumulation: 30 days.
Childcare leave system Up to 24 months (until the child reaches two years of age). Can be split into two separate periods.
Childcare leave at birth system Up to four weeks in total within eight weeks after childbirth (can be split into two separate periods).
Leave for early return to work after childbirth Five days of paid leave are granted to female employees who return to work from maternity or childcare leave before the child turns one year old (usable until the child turns two years old).
Family care & sick child care leave Up to 10 days per year can be taken on an hourly or half-day basis to care for a family member.
For sick child care, up to 5 days per child per year can be taken (on an hourly or half-day basis) until March 31 of the child’s sixth-grade year.
Leave for childcare support Up to 10 days per year can be taken (on a daily or hourly basis) for child-rearing purposes from when the child reaches 3 years of age until before entering elementary school.
Hourly annual paid leave Up to 4 days per year can be taken on an hourly basis until March 31 of the child’s sixth-grade year.
Shorter working hours during pregnancy & postpartum Allows reducing actual daily working hours to a minimum of 6 hours during pregnancy and up to one year after childbirth. A flextime system is also available.
Shorter working hours for childcare Allows reducing actual daily working hours to a minimum of 6 hours until the child completes the sixth grade of elementary school. A flextime system is also available.
Location-flexible work system Allows employees with childcare responsibilities to work from home or from satellite offices established at company work sites.
Nursing Care Support Systems
Nursing care leave system Up to 36 months in total. Can be split into separate periods.
Family nursing care leave Up to 5 days per eligible family member per year can be taken on an hourly or half-day basis when care for a family member in need of nursing care is required.
Shorter working hours for nursing care Allows reducing average daily working hours to 6 hours for up to 36 months. A flextime system is also available.
Accumulated paid leave system Accumulated days of unused paid leave may be taken on a half-day basis for reasons such as nursing care.
Maximum accumulation: 30 days.
Hourly annual paid leave Up to 4 days per year can be taken on an hourly basis when needed for care or nursing care of family members within the second degree of kinship.
Location-flexible work system Allows employees with family care responsibilities to work from home or from satellite offices established at company work sites.
Other Systems
Spouse relocation leave system Allows employees to take a leave of absence (up to 60 months) to accompany a spouse whose job relocation makes commuting from the new residence impossible.
Re-employment registration system Allows former employees who resigned due to childcare, family care, or a spouse's job relocation to register their request for re-employment.
Number of Childcare- and Nursing Care-related System Users

(people)

FY2021 FY2022 FY2023 FY2024 FY2025
Childcare leave
(of which male)
(Male take-up rate)		 124
(21)
(9.3%)		 131
(43)
(21.1%)		 151
(60)
(27.0%)		 148
(59)
(29.2%)		 219
(123)
(54.2%)
Male take-up status
(including leave for childcare purposes)		 209
(92.9%)		 194
(95.1%)		 199
(89.6%)		 185
(91.6%)		 213
(93.8%)
Shorter working hours for childcare
(of which male)		 219
(9)		 223
(10)		 211
(10)		 213
(11)		 202
(10)
Nursing care leave
(of which male)		 5
(2)		 11
(8)		 17
(12)		 12
(4)		 7
(4)

Helping Employees to Achieve Fulfillment in and outside of Work

Mailtech / Femtech Support System

Aiming to achieve individual well-being, such as balancing specific health issues unique to men and women with work and improving health literacy, we have introduced a cloud service related to Mailtech and Femtech targeting employees and their families.

Asset-building Support

We support each and every employee to build a career with peace of mind and achieve a fulfilling life plan while growing together with the company.

Retirement Allowance System

Composed of a lump-sum retirement payment system and a defined contribution pension system (corporate DC), supporting stability of life after retirement.

Various Financial Savings Systems

We support asset formation for employees through general property accumulation savings, property accumulation housing savings, and accumulated pension plans.

Employee Stock Ownership Plan

This is a system that allows employees to systematically acquire company stock, providing opportunities to build assets alongside corporate growth.

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