Sustainability

Communicating with Employees

Approach to Communicating with Employees

We believe that an open and positive environment and lively communication are two key elements in realizing a comfortable and pleasant workplace that supports a diverse employee base. Communication, in particular, is the springboard for every corporate activity. With this in mind, Fuji Electric is endeavoring to invigorate workplace communication.

Implementing Employee Opinion Surveys

By continuously conducting initiatives that respect employees’ desires and remain receptive toward their comments, Fuji Electric is committed to creating a workplace environment that allows its employees to make the most of their capabilities.

As part of this effort, we conduct employee opinion surveys at our consolidated subsidiaries in Japan and overseas. We started such surveys in fiscal 2010 and held them every two years thereafter. Since fiscal 2018, however, we have conducted the surveys annually to reflect the speed of recent changes in the business environment and also to receive timely feedback from employees. In fiscal 2025, questionnaires were distributed to 21,161 employees, with 19,892 responses received (response rate: 94.0%).

In the fiscal 2025 survey results, the response score for "I am satisfied with working at Fuji Electric" was 3.8 points (Note 1), which is a strength of our company. Additionally, for the Well-Being indicator outlined in our mid-term plan, the response score was 3.6 points (Note 2), and we are utilizing this feedback to translate employees' voices into more effective initiatives, with the goal of achieving both sustainable company growth and employee satisfaction. Details of the survey results are reported to top management, while organizational analysis results are fed back to division heads and subsidiary representatives to be utilized for improving respective issues. Furthermore, it directly connects to various human resource initiatives, such as introducing training to strengthen middle management, strengthening goal management systems and expanding education and training to support employee career development, and revising the remuneration system to evaluate technical employees' efforts for improvement and streamlining.

The employee opinion survey results are also positioned as an indicator for human capital initiatives. Rather than aiming merely to increase the indicator, we identify issues and risks early through trend analysis and connect them to countermeasures.

The labor union also conducts a "Workplace Actual Condition Survey" every two years targeting all union members and management employees to understand thoughts and expectations regarding company management, workplace environments, and work, reflecting them in union activities and proposing them to the company at labor-management discussions.

Labor-Management Communication

Basic Stance toward Labor-Management Relations

Fuji Electric strives to build robust labor-management relations upon a foundation of mutual trust and responsibility, with an emphasis on dialogue. This basic stance reflects our awareness of the need to realize corporate development while maintaining fair labor terms and conditions and enhancing employee living standards.

Management and the labor union conclude labor agreements based on mutual respect for the rights of management and the rights of employees. These agreements also cover the labor union’s involvement in management and other aspects of operations.

Systems of Labor Management Conferences

Fuji Electric and the labor union have established a Management Council in order to achieve mutual understanding between management and labor through sharing and discussion of management issues. The Management Council meets once every six months. Meetings serve as forums for sharing details of the Company’s performance and discussing issues arising in business operations.

Business group- and business site-level labor management conferences have been established as subordinate organizations to the Management Council to discuss specific issues that are pertinent to each division.

Furthermore, various discussions are conducted in meetings for labor-management discussions with the aim of maintaining or improving labor conditions.

[Major Matters Discussed by the Management Council and Labor Management Conferences]

Formation of a Labor Union

Fuji Electric has established individual labor unions by company so that management issues and working conditions related to individual companies can be discussed separately, and has established the "Fuji Electric Group Union Federation" as an organization to unify them. The "Fuji Electric Group Union Federation" belongs to the Japanese Electrical, Electronic & Information Union, and the number of union members as of March 31, 2026 is 13,687 (Unionization rate: 100% Note 1).

Solutions Moving Forward through Labor-Management Discussions

Based on labor agreements, when there is a significant impact on employee treatment such as business restructuring or changes in working conditions, or for matters important to both labor and management, prior discussions are conducted toward reaching an agreement reflecting each other's opinions and requests.

In fiscal 2025, toward "employee growth" and "organizational transformation" leading to further growth of Fuji Electric, labor-management discussions were conducted regarding the first personnel and remuneration system revision in 22 years, transitioning to the new system from June 2026 upon labor-management agreement. In response to surrounding environmental changes, while strengthening line management, toward further active participation of each individual, the axis of treatment was changed from "ability" to "role," which is the current value of work, and the position of "Assistant Manager" was established as a new management position for the top rank.

In addition to the above, as part of preparing a comfortable working environment leading to improved employee well-being, reviews from a modern perspective on work-related allowances such as shift work allowances and special business trip allowances, as well as the introduction of a single person rent subsidy system based on employee needs, were conducted and various systems were revised after labor-management discussions.

Page Top