Social

Safety, Quality, and Environmental Management System

Safety, Quality, and the Environment are of the utmost importance and closely related to each other, and we have therefore built an integrated management system. The Central Safety and Health Committee and the Quality and Environmental Promotion Committee, both of which are led by the President, are responsible for discussing reports and implementation issues. The details of these discussions are communicated to all employees via the Safety, Quality, and Environmental Promotion Subcommittee.

Safety and Quality Initiatives

Safety and Health Management

We are engaged in various activities to improve awareness of the prevention of occupational accidents and the importance of safety and health, and establish safety promotion activities. In doing so, we are striving for better safety and health management.

Safety Patrols

Every month we conduct safety patrols to prevent occupational accidents and improve quality, while the President and other members of the Central Safety and Health Committee conduct executive patrols twice a year. In this way, we are striving to prevent any accidents by quickly correcting any problematic areas.

Safety and Health Workshops and E-learning Programs

For employees and cooperating companies, we regularly host various technical improvement courses and workshops related to safety and health. Moreover, for matters that require recurrence prevention measures, we ensure thorough safety and health education in the form of repeat e-learning programs.

Central Safety and Health Conference

In line with National Safety Week every year in July, we host the Central Safety and Health Conference for the Fuji Electric E&C (“FEEC”) Group and our cooperating companies to enhance awareness of the importance of safety and health. At the same time, we host special lectures courtesy of outside instructors, health seminars from occupational physicians, and a safety awards program for employees and cooperating companies.

Safety and Health Slogan Contest

To create valuable opportunities to think about the importance of safety and health, every year in December we call on employees and cooperating companies to send in their ideas for monthly and annual safety and health slogans.

Comprehensive Project Management (JK System Management)

To provide construction quality and services that exceed customers’ expectations and earn the trust of society, we separate the process from initial negotiations to project completion into six steps. In each process we conduct prior investigations and post verifications depending on the scale of the project, ensuring thorough risk management in every aspect: quality, processes, cost management, safety and health, the environment, and work-life balance.

JK:Jizen kento(prior investigations) andJigo kensho(post verifications)

●Risk management

The project manager identifies the risks at each stage of the JK system, and at the JK meetings countermeasures and follow-up are confirmed.

●Site diagnosis

At the initial, intermediate, and final stages of construction on site, the status of safety, quality, and environmental management, and the implementation of the construction services are checked on site.

●SQA (Safety and Quality Assurance)

A “Safety and Quality Assurance Manager” belonging to the Safety and Quality Control Division objectively checks the safety and quality assurance at JK meetings, site diagnosis, and final inspections of each project.

Supply Chain Management Initiatives

Supply Chain Management

We conduct CSR procurement self-assessments for our business partners to gauge the extent to which CSR initiatives are being implemented across the supply chain. We then ask our business partners to proactively engage in independent improvement activities based on the results of the assessments, which look at compliance with and implementation of our CSR approaches and specific case studies. By working with our business partners in this way to improve CSR, we are striving to build a sustainable supply chain management system.

To Our Business Partners

At the FEEC Group, we have formulated the CSR Procurement Guidelines and the Green Procurement Guidelines to build supply chains that can uphold a sustainable society. We ask that you work to understand the intent of these guidelines and look forward to working with you to promote CSR activities.

Cooperating Company Recognition

We have set up a Business Partner Recognition System for all business partners through which we present annual awards to express our gratitude to business partners who have made outstanding contributions to our business. Moreover, for members of our Safety and Health Cooperative Association, we present safety awards based on disaster- and accident-free hours at construction sites, and outstanding Cooperating Company Awards for members with outstanding track records in safety and quality. We have also established the Outstanding Foreman and FEEC Meister recognition systems for individuals. Through these awards, we are working both to promote improvements in safety, quality, and construction, and to strengthen partnerships with our business partners.

Human Rights Initiatives

Establishment of the Human Rights Education Committee

To promote human rights education throughout the FEEC Group, we have set up the Human Rights Education Committee. The committee is chaired by the Director and Executive General Manager of Corporate Strategic Planning Headquarters, and comprises officers from our domestic group companies and the senior general managers of our divisions. Human Rights Education Committee meetings are held regularly alongside our domestic group companies. Through these meetings we monitor the level of compliance with the FEEC Group’s policies, provide human rights education, and work to improve awareness among employees of human rights issues. In doing so, we strive to prevent any human rights violations in advance and quickly tackle any issues that do occur, be they related to race, nationality, birth, age, gender (LGBTQ), religion, family, illness, or harassment.

Establishment of a Human Rights Consultation Counter

To ensure thorough respect for the human rights of all FEEC Group employees, we have established a human rights consultation counter through which we take calls and emails from employees regarding human rights issues. In addition to the employee concerned, the consultation counter is also open to surrounding employees. In this way, we are promoting respect for human rights throughout the workplace. In the event an issue does occur, we have built a system through which priority is placed on help for the person affected, while we also protect the privacy of those concerned and strive to solve the issue and prevent recurrence based on thorough confidentiality.

Health Management (Workstyle Reform) Initiatives

Initiatives to Reduce Overtime

To ensure company-wide initiatives aimed at reducing overtime, which is one challenge facing the construction industry, in 2017 we set up the Overtime Reduction (Workstyle Reform) Committee. Chaired by the President, the committee is responsible for analyzing causes and formulating and implementing various countermeasures. Since its establishment, the committee has successfully improved operational efficiency, boosted the acquisition of leave, and helped to reduce overtime.

Employee Health Promotion

We believe that employee health is essential to our businesses, and have therefore created a system to support the improvement of employee health in which a health management promotion team—comprising the Human Resources Department, occupational physicians, and full-time public health nurses—works alongside health insurance societies, the Safety and Health Committee, and other organizations. We have also set up the Health Counseling Office, which is responsible for following up on the results of medical examinations and promoting the improvement of employee health through various other systems and initiatives.

• Regular medical examinations, follow-ups on secondary checks
• Health consultations with multiple occupational physicians specializing in physical and mental health
• Specific health guidance courtesy of public health nurses
• Health promotion incentive programs (payment of incentives based on improvements in health medical examination figures)
• Company-paid influenza vaccinations
• Detailed stress checks that surpass legal requirements

Diverse Workstyles

By introducing various systems that cater to different lifestyles and life events, we are supporting the improvement of labor productivity and work-life balance. Moreover, we are supporting employees’ career development by allowing them to choose from a diverse range of workstyles depending on their individual circumstances.

• Childcare leave system (until the child is two years old)
• Reduced working hours system (until the child is in grade six of elementary school)
• Special paid leave system for childbirth of spouse
• Special paid leave system for childcare or caring for a family member
• Special paid leave system for infertility treatment
• Special paid leave system for personal injury or illness
• By-the-hour paid leave system for childcare, caring for a family member, or personal hospital visits
• Reemployment system for employees who have no choice but to resign due to childcare, caring for a family member, or a spouse’s job transfer
• Establishment of a consultation counter relating to the acquisition of childcare leave by male employees

Comfortable Workplace Environments

Adopting a more flexible approach to work locations and times, we are aiming to create comfortable workplace environments to improve labor productivity and work-life balance. To do so, we are introducing various systems that we believe will contribute to the development of the company.

• Work-from-home system
• Staggered start time system
• Open plan seating in offices
• Barrier-free office (head office) environment

Diversity and Inclusion Initiatives

Informal Meeting with an Outside Female Director

One of our material issues KPIs is to increase the percentage of female managers to 9% by 2030. To do so, in addition to the development of regular female employees, we are also focusing on the growth of existing female managers, and at the same time providing opportunities for interaction among female employees to equip them with new insights.
In February 2023, Outside Director Kumi Ito and 16 female managers attended an informal meeting to discuss women’s participation in the workplace. There was a lively exchange of opinions on the challenges and solutions, while Director Ito offered advice on the participants’ concerns regarding work and career progression, and also spoke about her expectations for female managers.

Informal Meeting with Female Construction Managers

As one part of our activities to promote women’s participation in the workplace, we host informal meetings with female construction managers to build personal networks and propose improvement measures for workplace environments. By providing a platform for female construction managers from across Japan to gather under a single roof, in addition to the sharing of information and challenges, we are enabling the creation of networks among female employees.
Based on the various suggestions of female construction managers, we will work to enhance systems that facilitate diverse workstyles and improve workplace environments. In doing so, we will strive to increase the percentage of female engineers to 10% by 2030, as set out in one of our material issues KPIs.

Active Roles by Senior Engineers (Up to Age 70)

In line with revisions to the Act on Stabilization of Employment of Elderly Persons that have been in effect since April 2021 and the inclusion of measures that should be taken by the employer to ensure employment opportunities up to age 70 (obligation to make effort), we are working to create systems and workplace environments that enable motivated senior employees to maximize their capabilities. We have implemented a mandatory retirement age of 65 and a reemployment system for employees up to age 70, and are making every effort to secure employment opportunities up to age 70 in line with diverse individual characteristics and needs. In addition to their active roles on the frontlines, senior engineers with advanced skillsets have an important role to play in passing on techniques to younger engineers.

Human Resource Development Vision

Our human resource development vision “STAR PLAN Next” describes our ideal vision for human resources and the education systems required as we aim to achieve sustainable growth.

Initiatives for Human Resource Development

Systematic Education Programs

Our education programs comprise Company-wide Training, Level-based Training, Specialization Improvement Training, Women’s Participation Training, and Specific Training. Company-wide Training seeks to improve employees’ motivation, performance, and engagement through opportunities to share and understand the company’s corporate culture and vision. Level-based Training teaches specific skills and develops the necessary mindset to promote the quick development and implementation of capabilities. Meanwhile, Specialization Improvement Training enhances specialist expertise in the technology, sales, procurement, and management departments. In addition to gradually improving expertise, technologies, and skills at each job level, it aims to develop human resources and an organization that can demonstrate its comprehensive capabilities through cross-departmental collaboration.

Comprehensive New Employee Training

To develop future frontline representatives, we have set a one-year training period for new employees in engineering roles to develop high-quality engineers through a curriculum comprising technical training, practical training, and the acquisition of qualifications.