Sustainability

Activities and Performances for Promoting Diversity

Number of Employees

Number of Full-Time Employees by Region (Consolidated)

(People)

Non-Full-Time Employees (Consolidated)

(People)

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

(People)

Number of Female Regular Employees in Japan

(People)

Scope:　　Fuji Electric Co., Ltd. and the consolidated subsidiaries that adopt the same HR system as the Company. (6 companies in total)
　　　 　　　　　・ Fuji Electric Co., Ltd.
　　　 　　　　　・ Fuji Electric FA Components & Systems Co., Ltd.
　　　 　　　　　・ Fuji Electric Finance and Accounting Support Co., Ltd.
　　　 　　　　　・ Fuji Office & Life Service Co., Ltd.
　　　 　　　　　・ Fuji Electric Frontier Co., Ltd.
　　　 　　　　　・ Fuji Architects and Engineering Inc.

Employees by Age Group (Japan)

(People)

Recruiting Results in Japan

(People)

Regular Recruiting: New graduates hired on April 1st each fiscal year.
Mid-Career Recruiting: Mid-Career hiring from April 1st to March 31st each fiscal year.
Scope : Fuji Electric Co., Ltd. and group companies (6 in total)

Employees Average Age and Years of Service

Turnover Rate of Employees Three Years After Joining

Supporting the Advancement of Female Employees

Fuji Electric is advancing the creation of an environment in which diverse human resources can thrive, with the aim of realizing sustainable growth for the company through adapting to change and creating new value through a diverse workforce, particularly strengthening measures for "supporting the advancement of female employees."

We continuously implement active recruitment of female students in science and engineering fields, career development support, and support for employees returning to work after childcare leave. We are also engaged in awareness activities in level-specific training to reform our workplace culture.

Actively Recruiting Women

We formed a recruitment project with female employees from science and engineering backgrounds to strengthen female recruitment. At online events where employees active on the frontline speak, we share career development and job satisfaction at our company, giving them a concrete idea of working here to boost their motivation to join.

Supporting the Career Development of Female Employees

Operation of the Sister System

As part of career support for female employees, we have introduced a mentoring system (Sister System) with senior female employees serving as advisors, aiming to share role models and resolve issues regarding balancing career and private life.

In the Sister System, senior female employees who serve as advisors are paired with female employees who apply for this system, allowing them to directly consult on various matters such as career development, advice on balancing work and private life, and workplace concerns. In addition, for participants in this system, we hold training on social trends, life careers, work-life balance, etc.

Through this system, we support female employees to draw a future career vision more clearly, expand their possibilities, and take on challenges in various career stages including higher positions.

In fiscal 2025, 94 employees in 47 pairs participated, with a cumulative total of 890 female employees participating since fiscal 2011.

Foster and train female managers

To realize sustainable company growth through adaptation to change and the creation of new value by leveraging a diverse workforce, we are working to promote female employees to managerial positions and nurture them.

(1) Priority Career Development
Toward increasing the number of female executives, every year we register female employees who demonstrate a willingness to take on new challenges in higher positions as “Priority Career Development Candidates” through interviews between managers and subordinates, undertaking initiatives to connect to career advancement to higher positions through participation in OJT and Off-JT training (group training). In this development system, the company provides active support to help them acquire the knowledge and skills necessary for higher positions, aiming to increase female managers in the future.

(2) Female Manager Training
We conduct training for all female managers to enhance their perspective and vision necessary for management participation. In addition to imparting knowledge through classroom lectures, we foster managerial thinking through role model lectures and pre-/post-assignments, aiming to nurture future executive candidates and increase female line managers.

(3) Mentoring System for Female Managers
As a selective initiative with a view toward producing future female executive candidates, we conduct mentoring between female managers who are executive talent candidates and external executive management. This provides opportunities to cultivate a mind for executive leadership.

Cross-Industry Joint Training for Female Managers

Female managers are sent to training programs across different industries (such as METI’s Women’s Initiative for Leadership and Nomura School of Advanced Management’s Executive Program for Women Leaders). 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 various insights and broadening their perspectives.

Support for 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 initiatives for the active participation of mid-career employees, we hold the "Mid-Career Employee Orientation Training" six times 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 career planning exercises by external instructors.

This training serves as an opportunity for mid-career employees to learn our corporate philosophy, culture, and expected basic attitudes, while also aiming to foster a sense of belonging and unity, enabling them to engage in their work with high motivation.

Number of Attendee of Mid-Career New Employee Training

(People)

Supporting the Advancement of People with Disabilities

Under the mindset of "employing as many people with disabilities as possible and enabling them to continue working until retirement age," we are promoting employment of people with disabilities with the goal of maintaining and expanding employment that exceeds the legally mandated rate. As of June 2026, our employment rate of people with disabilities is 2.95%, exceeding the legally mandated rate of 2.5%.

Number of Employees with Disabilities and Employment Rate

Initiatives of a Special-Purpose Subsidiary

In 1994, Fuji Electric Frontier Co., Ltd. was established as a special-purpose subsidiary to promote the employment of people with disabilities, mainly those with intellectual disabilities, and expand their scope of duties.

In fiscal 2025, we hired 15 people with disabilities, bringing the total number of employees with disabilities to 216. Regarding expanding the scope of duties, in addition to contracted office support work such as cleaning and in-house mail delivery, we focus on developing each person's capabilities and are broadening the scope of duties to more essential basic tasks, such as manufacturing support work for the parent company. For example, at the Kawasaki Factory, employees with disabilities are responsible for all operations at the parts inspection center without support from instructors, and at the Tokyo Factory, they are actively engaged on the parent company's assembly lines.

In addition, as initiatives for continuing employment, we focus on supporting independence as working members of society through maintaining and improving basic learning abilities, health management including physical strengthening, and leisure activities (walking, bowling, PC, etc.).

The company also conducts facility tours for parents of people with disabilities and relevant organizations, and accepts interns from special needs schools, carrying out initiatives to enable as many people as possible to participate in society.

Promoting Employment of the Elderly

65-year-old Retirement Age System

From the perspectives of an aging workforce structure and securing labor forces, we are also focusing on promoting active participation of senior employees. Employees aged 60 and over, who possess a wealth of experience, techniques, and knowledge related to our long-life products, are viewed as a valuable asset, achieving both the enrichment of employees' life careers and the ongoing continuity of our business.

Aiming to prepare an environment where employees can work actively without being restricted by the age milestone of 60, Fuji Electric changed from a selective retirement age system to a 65-year-old retirement age system starting in fiscal 2025. Compensation after age 60 was raised from 60% to 75% of previous levels.

As of March 31, 2026, the number of employees aged 60 and over is 865.

65-year-old Retirement Age System

Trends in Employment After Age 60
(Up to FY2024, indicated by the number of people who selected to extend their retirement age; from FY2025, indicated by employment status after age 60)

(People)

Employees Aged 60 or Over

(People)

Managers : Senior task system

Regarding the treatment system for management employees aged 60 or older, we revised the previous method of determining compensation based on position at age 60 to the "Senior Task System" that realizes appropriate treatment according to the value of work, introducing it in April 2020. This enables employees who continue to perform at a high level to receive compensation at the same level as before age 60, aiming to increase their motivation.

Employment Guidelines for Employees over 65

For employees over 65, we formulated the "Employment Guidelines for Employees over 65" to build an environment enabling employees, regardless of age, to demonstrate high skills and knowledge and contribute until age 75.
Going forward, we will collect opinions through interviews with eligible employees and consider further enriching the system, such as introducing flexible working arrangements and expanding job categories for senior employees.

Developing Local Leaders at Overseas Bases

As part of our efforts toward globalization for Fuji Electric's growth and business expansion, we are promoting the development and appointment to executive roles of local human resources responsible for overseas base businesses. As part of developing local talent overseas, we continuously accept employees for training in Japan, accepting 41 people from 11 overseas bases in fiscal 2025. After returning, participants utilize the knowledge and skills learned in Japan to play active roles as local key persons.

Going forward, we will actively promote the development of locally hired talent at overseas bases while striving for strategic recruitment and placement adapted to local markets and enhancing motivation among local hires.

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

Level-Specific Diversity Training

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.

(FY2025)

Page Top