Kelestarian

Pembangunan Sumber Manusia dan Penilaian Adil

Pendirian Asas ke arah Pembangunan Sumber Manusia

Fuji Electric views the development of employee skills as a top priority for management. In addition, having declared our promise to “Respect and value all people” in our Corporate Code of Conduct, we have announced our intent to reinforce human resource development programs to drive the growth of individual employees and to heighten the overall potential of teams. We are also proactive in providing education and training opportunities for employees to cultivate strong leadership and professionals with high expertise that lead to increased global competitiveness.

Sistem Pendidikan dan Latihan

As well as on-the-job training (ability development through work experience) in each workplace and specific education run by business divisions or sites, a wide array of education and training is provided through selective training targeting candidates for future management, cross-functional training across the company, and level-specific specialty training courses. We aim to achieve the growth of individuals, which is the source of our competitive strength, and to improve our comprehensive strength as an organization. In addition, age-specific career training provides self-analysis through workshops and visualization of career plans, as well as opportunities for interviews with career consultants, serving as an aid for employees' autonomous career development.

Our skill development system supports employee growth centered on level-specific, selective, and specialty training, global human resource development, and manufacturing education.

Latihan Khusus Tahap

In order to foster strong team building capabilities, level-specific training is provided at milestones such as promotion and appointment to help them improve their management skills, human skills, and logical thinking skills. A total of 1,566 individuals underwent such training in fiscal 2025.

Latihan Terpilih

We provide selective training to identify individuals with the potential to become division or business leaders at an early stage and to promote ongoing and companywide cultivation of candidates for future positions in senior management, incorporating external training that includes interaction with people from other companies. A total of 49 individuals underwent such training in fiscal 2025.

Latihan Kepakaran

The aim of specialty training is to enable employees to enhance their individual abilities and to learn specialized knowledge and skills. In particular, technology seminars are finely categorized and systematically structured by field and level. A total of 21,009 individuals underwent such training in fiscal 2025.

Pendidikan pembuatan

We focus on accumulating manufacturing technologies and expertise within the company, and on developing production engineers and technicians who can thrive at our domestic and international production sites.

In Japan, we provide a one-year specialized skills training program for new employees directly involved in manufacturing, as well as a three-month specialized technical training for newly appointed production engineers assigned to factory production technology departments. For mid-level technicians, we offer Manufacturing Mastery training to foster personnel with not only advanced technical skills but also excellent abilities in process improvement and rationalization. Additionally, each manufacturing site systematically plans education tailored to job categories, levels, and individual skill levels.

For overseas production engineers, we systematically provide technical education through core technology courses and practical on-site coaching.

Latihan mengenai teknologi teras

Latihan teknik teknologi dan Pengurusan pembuatan untuk pekerja dalam bidang kejuruteraan pengeluaran dan teknikal di Jepun dan luar negara.

Latihan Teknologi Digital Pembuatan

Level-specific manufacturing digital talent development education aiming to realize digital twin factories from connected smart factories

Latihan Jurutera Pengeluaran Mengikut Peringkat

Step-by-step training for production engineers to develop talent that can work globally, both domestically and overseas

Three-month intensive practical training for new university or technical college graduates in production engineering to rapidly develop production engineers with broad knowledge

Developing talent who can become workplace key players and lead others

Developing talent who can plan and propose the future of the workplace

Membangunkan bakat yang boleh merancang, mencadangkan dan melaksanakan projek baharu secara bebas

2nd-Year Basic Technology Education

Basic technology education in manufacturing for all 2nd-year employees with university or technical college degrees.

◆ Kursus Kerjasama SCM/PLM

◆ Kursus Aplikasi Digital

◆ Asas FePS (Fuji Electric Production System).

Latihan Penyeliaan

Kami menjalankan latihan khusus peringkat untuk penyelia di peringkat yang berbeza (Penyelia Pembuatan, Ketua Kerja dan Ketua Pasukan Kerja):

Latihan Penguasaan Pembuatan

Basic and applied education for mid-level work team leaders to acquire technical skills necessary for exceptional improvement and rationalization. Certified Manufacturing Masters receive incentives through bonuses to boost motivation and strengthen factory manufacturing capabilities.

Latihan Kemahiran Pekerja Baru

Latihan

Pendidikan dan Latihan Sejajar dengan Penggalakan Globalisasi

In order to provide maximum satisfaction to customers around the world, we believe it is important for employees hired in countries and regions outside Japan and employees in Japan to collaborate as one team across countries and regions to drive business forward, and we are working to cultivate globally competent employees who can undertake this.

Dasar Asas untuk Membudayakan Pekerja yang Cekap Di peringkat global

We cultivate human resources who can create new value in teams with local employees in assigned countries through experiences of working and living abroad away from their home countries. Based on self-awareness and understanding of others, we value recognizing each individual's personality beyond differences in culture and customs by country or region, respecting and cooperating with each other.

We promote human resource exchange between Japan and overseas through the Global Specialist Program dispatching employees from Japan overseas, and the National Staff Program dispatching employees from overseas to Japan. In addition, through these programs, we promote the cultivation of future global human resources by acquiring job skills at assignment locations.

Furthermore, toward strengthening manufacturing capabilities at overseas production sites, we are working on planned cultivation of local production engineers. In addition, toward strengthening overseas sites, we identify key positions that significantly affect local management, and have commenced initiatives to select and nurture successor candidates.

Pengenalan Program Pembangunan Sumber Manusia Baharu

1.Penanaman pekerja domestik—Program Pakar Global (kira-kira 5 pekerja dihantar setahun)

To expand the pool of future global business leaders and accelerate global business growth, we conduct a program dispatching mid-level employees with a certain degree of domestic practical experience to overseas bases for approximately two years. A cumulative total of approximately 60 employees have been dispatched since the system was introduced in fiscal 2017.

2. Membangunkan rekrut luar negara: Program Pakar Kebangsaan (kira-kira 20 pekerja diterima setiap tahun)

Toward cultivating human resources who can contribute to future overseas business expansion, we conduct an OJT training program accepting local overseas employees to Japan for approximately three months to one year. A cumulative total of approximately 160 employees have been accepted since the system was introduced in fiscal 2017.

3.Program peningkatan kemahiran bahasa—Fuji Global 1 (kira-kira 300 peserta setahun)

As business globalization progresses, strengthening language skills of employees dispatched overseas and key personnel serving as overseas contact points in Japan is extremely important. Implemented as a companywide integrated operation program since fiscal 2017, a cumulative total of 3,500 employees have taken the course. Providing opportunities to acquire globally applicable language skills to core human resources responsible for the future, we promote turning them into active global personnel.

Kemahiran semula

To enable diverse human resources to achieve "autonomous and highly productive workstyles," we are engaged in human resource development such as reskilling according to business needs, upskilling toward productivity improvement, and support for autonomous career development.

In particular, as the world changes dramatically with the rapid spread of advanced DX technologies such as AI and IoT, we are actively working on developing digital human resources toward problem-solving using digital technology, creation of new value, and productivity improvement of internal operations. We conduct education toward improving DX literacy not only for engineers in charge of service development, but also for factory/production divisions and sales/service divisions close to customers. The cumulative number of participants in DX-related courses reached 39,026 over the five years from fiscal 2021 to fiscal 2025.

Training Hours and Training Expenses

(Jam)

Sistem Ganjaran yang Adil

Fuji Electric has introduced a personnel remuneration system with a philosophy of "emphasis on performance and results" and "treatment according to the value of work."

In the remuneration system for management employees, we emphasize strengthening individual commitment toward achieving company performance goals, as well as developing human resources who will become future leaders, determining treatment annually based on goals, roles, and responsibility levels.

In the remuneration system for general employees, we previously adopted a job qualification system, but starting from fiscal 2026, we have made a fundamental revision to change to a remuneration system based on the size of roles similar to management employees. In various evaluation operations, supervisors and subordinates confirm expected roles, current fiscal year goals, processes, and results through interviews twice a year.

We make the philosophy of treatment consistent with Pay for Job and Pay for Performance, realizing fair treatment according to the current value of work.