IR Information

Human Resources Cross-Functional Strategy Supporting Business Growth Fuji Electric Report 2026

*1 Average response value to the representative question gauging overall satisfaction with the Company: "I am satisfied working at Fuji Electric"
*2 Average response value to questions regarding job satisfaction, satisfaction with evaluations, work-life balance, mental and physical health, and happiness at work.
*3 Average response value to the question: "Do you have a clear career goal for yourself (what you want to be in the future)?"
(1-3 are average responses on a 5-point scale from 1 to 5, with higher scores being more positive. The scope of the survey covers the Company and its consolidated subsidiaries in Japan and overseas, excluding Fuji Electric Engineering & Construction Co., Ltd.)
*4 Employment rate of differently abled people as of June 2026

Each point represents the average of a 5-point evaluation.

Promoting the Active Participation of Female Employees

To realize the Company's sustainable growth through adaptation to change and the creation of new value by diverse human resources, we are enhancing our workplaces so that diverse human resources can play an active role. In particular, we are strengthening measures to promote women's active participation.

We are promoting initiatives from three perspectives: recruitment, career development support, and the creation of a comfortable working environment. The ratio of females hired has remained above 20% since fiscal 2018. We place particular emphasis on career development support by employee level and continue to implement measures that contribute to career development for female employees.

In fiscal 2025, we newly introduced the Mentorship Program for Female Managers to help them develop the mindset needed to become management leaders.

Data collected from the Company and its six subsidiaries in Japan that adopt the same personnel system
*1 Graduates from universities or technical colleges *2 Managerial positions or above *3 Team leaders or above

Promoting the Active Participation of Senior Employees

From the perspectives of the aging of our labor force and of securing our workforce, we are focusing on promoting the active participation of our senior employees. We consider our senior employees aged 60 or older, who have abundant experience and associated skills and knowledge regarding our products that have long service lives, to be a valuable asset, and we are striving to strike a balance between the fulfillment of our employees' lifelong careers and business continuity.

For general employees, from fiscal 2025, we have made the retirement age a uniform 65 and have raised the remuneration level. For managers, we have introduced the Senior Task System, which allows them to maintain their pre-60 compensation level depending on their performance. In addition, we have established company-wide Employment Guidelines for Employees over 65, which enables such employees to remain active up to age 75. As of March 2026, approximately 450 employees are actively working under this system, primarily in plant and system engineering and successor mentoring.

* Through fiscal 2024: number and rate of employees selecting retirement extension; from fiscal 2025: number and rate of employees employed after age 60

Promoting the Active Participation of Differently Abled People

Fuji Electric established Fuji Electric Frontier Co., Ltd. in 1994 as a special-purpose subsidiary under the Act to Facilitate the Employment of Persons with Disabilities. Fuji Electric Frontier has been gradually expanding its scope of activities by hiring differently abled people and expanding their scope of duties. To further promote the active participation of differently abled people, in addition to its major duties of PC-based office support and cleaning, it is actively working to expand the scope of duties to include assembly work on manufacturing lines and manufacturing support.

As of June 2026, we employed 458, and the employment ratio of differently abled people was 2.95%, well above the statutory employment rate (2.5%). We will continue striving to hire about 15 differently abled people per year as we secure and expand duties available to them and work on achieving stable employment.

Cultivating Next-Generation Management

To achieve sustainable growth, we actively engage in cultivating future management personnel. There are three main points to such cultivation: first, careful selection of those to be trained while they are young; second, systematic on-the-job training that requires business and job rotation as well as experience in overseas operations; and third, participation in selective training programs. Once a year, we share and discuss progress with respect to each of these points with our Executive Officers in order to enhance the program content.

From among this initiative's participants, six Executive Officers have been appointed since fiscal 2024.

Fostering Global Human Resources

To expand our overseas business, since fiscal 2017, we have been promoting a company-wide global human resource development system. This includes the development of Japanese employees by dispatching them to our overseas bases (56 employees in total since fiscal 2017), providing training in Japan to employees from overseas bases (158 employees in total), and operating and improving language classes in Japan (2,327 employees in total). Furthermore, since fiscal 2023, we have been advancing initiatives to promote the cultivation of human resources for future management executive candidates to foster autonomous local operations at our overseas bases. In fiscal 2025, 24 of these candidates participated in a special program.

Career Development Support

We are working to support career development in order to improve expertise through employees' autonomous career development and thereby enhance the Company's collective strengths.

In fiscal 2025, we introduced career training by age group, attended by 449 eligible employees and 335 supervisors. Under the internal open application system, 20 employees transferred to divisions of their choice. In addition, to shift toward autonomous skill development, we are expanding elective training content in level-specific training programs and open courses.

Reskilling and DX Human Resource Development

To enable diverse human resources to realize "autonomous and productive work styles," we are working on reskilling to meet business needs and upskilling to improve productivity.

In particular, we are actively cultivating digital human resources to solve issues using advanced DX technologies such as AI and the IoT, create new value, and improve the productivity of internal operations. We provide education to improve DX literacy not only for engineers responsible for development, but also for employees in production and sales/service divisions. Over the five years from fiscal 2021 through fiscal 2025, more than 10,000 unique participants and more than 39,000 participants in total attended DX-related courses.

Revision of Personnel and Compensation Systems

To achieve further growth at Fuji Electric, we have fundamentally revised our personnel and compensation systems for the first time in 22 years. Based on the management policy to "maximize our strengths as a team, respecting employees' diverse ambition," the revisions are aimed at realizing our human resource strategy vision of "a virtuous cycle of employee well-being and the Company's sustainable growth" by promoting employee growth and stronger management while creating an innovative organization that can quickly detect signs of change through diverse values and respond in a timely and flexible manner.

For general employees, we are changing the basis of compensation from a function to a role, which reflects the present value of an employee's work. This change aims to help employees to develop their careers autonomously by recognizing their own roles and improving their expertise, while also motivating them to take on larger roles. In addition, by establishing the position of Assistant Manager on top of planning as a new management level, we will cultivate strong next-generation leaders, strengthen line management, and raise the level of our organization to be competitive and flexible so we can facilitate active participation of diverse human resources.

For managers, we have introduced a Professional Position System as one career path for employees, with the aim of making even greater use in management of employees with advanced expertise. Five employees were certified under the system in fiscal 2026.

Workstyle Reforms

We are promoting workstyle reforms from the twin perspectives of promoting the active participation of diverse human resources, including enhancing work-life balance and providing work-life balance support, and increasing productivity by improving work quality and efficiency.

In fiscal 2025, average overtime hours were 18.9 hours per month (up 0.3 hours year on year), while the average number of vacation days taken was 18.7 days per year (up 0.4 days year on year), remaining largely unchanged from the previous fiscal year but showing significant improvement compared with fiscal 2019. There were no legal violations with regard to either working hours or vacation use.

We also strengthened work-life balance support by expanding work arrangements for family nursing care.

In terms of the workplace environment, with the aim of improving productivity by creating a more comfortable working environment, in fiscal 2025 we introduced hot desking in all workplaces at the Osaki operating site. We also established a new Sozo Area at the Osaki operating site to encourage more active communication among employees.

* Childcare leave includes special paid leave when an employee's spouse gives birth.