Fuji Electric Report 2014
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Human Resources
Fuji Electric recognizes that human resources are the prime
driver of its competitive edge, and actively cultivates each of its
people to fully harness their potential.
We have made diversity a top priority in our personnel
strategy, aiming to incorporate an array of values and
perspectives so we can strengthen our competitiveness and
expand business globally. At the same time, we focus on
creating work environments suited for globalization, where we
respect human rights and prioritize health and safety.
A Role Model Seminar
Human Resource Development
In fiscal 2013, we reviewed our general manager training,
and rolled out a level-specific curriculum covering personal
growth and team building to enhance management communication and decision-making skills.
We educate and train our people extensively to cultivate
professionalism so we can reinforce our global competitiveness and realize our corporate philosophy and management policies. As well as individual training, we also
cultivate strong line leaders to leverage our collective organizational strengths and develop future managers from an
early stage.
Selective Training
We undertake selective training to identify individuals as
prospective executives and divisional leaders from an early
stage and continue cultivating them Company-wide.
In fiscal 2013, we conducted training to cultivate divisional and overseas business site managers. We plan to
extend selective training courses to individuals in their 30s
and actively cultivate management personnel to contribute
to ongoing business development.
Major Initiatives in Fiscal 2013
Level-Specific Training
After an employee completes their third year of service, or
when they are elevated to a managerial or general manager
position, we provide level-specific education to help them
build strong teams.
Fuji Electric Training and Education Systems
which consist of level-specific, selective, specialty and
manufacturing training courses.
As well as on-the-job training and specific education run
by business divisions or sites, Fuji Electric has Companywide employee training and education systems in place,
Selective Training for
Management Candidates II
Planning I*
Training
Selective Training for
Management Candidates I
Practical
Training on
Core
Technologies
Supervisor
Training
Core Technologies
Certification Course
Young
employees /
new hires
Health and Safety
Third-Year Training
Global
Core Training for
Engineers
Business Skills
Regular
employees
Technical
Second Year
Core Technology Training
Step Up Training
Training for New Hires
Training for Tentative
New Hires
* Planning I: Assistant manager lavel
Engineers
Training for
New Hires
Other
CSR Activities
Manager Training
Engineering
Training Run by Business Groups, Business Sites, and Divisions
Selective Training for
Management Candidates III
Manufacturing
JobSpecific
Cross-Divisional Training by Subcommittees of the Skills Development Committee
General Manager
Training
Engineering
Company-wide Seminar
Management
Specialty Training
Common and
Administration
Individual Technologies
Management level
Selective Training
Level-Specific
Training
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Fuji Electric Report 2014
Enabling Women to Play Active Roles
Fuji Electric engages in diversity initiatives in keeping with
its management policy, maximize our strengths as a team,
respecting employees diverse ambition.
Particularly in Japan, one priority is to enable women to
play active roles. As affirmative action, we actively hire
women with science and engineering skills, provide career
development support, and offer assistance for returning to
work after childcare leave. We have also taken steps to
reform our workplace culture by including awarenessraising in our level-specific training program.
Major Initiatives in Fiscal 2013
Management Skills
Training
To further the ambitions of women seeking to become
managers, we conduct training to address such issues
as current and future careers and skills development.
Female Employees and Managers
Sister System
Under this system, female employees act as advisors to younger women and help them to balance
their career and family commitments.
Role Model
Seminars
We responded to a concern among some female
workers that there were few senior colleagues with
similar goals by instituting role model seminars to
foster the career awareness of young employees.
Employees
Number of female employees (full time)
FY2012
FY2013
FY2014
14,831
14,472
14,418
1,743
1,745
1,754
11.8%
12.1%
12.2%
Number of females in
management positions*
33
40
42
Ratio of females in
management positions*
1.4%
1.5%
1.6%
Ratio of female employees
Recruiting Activities
Project for Recruiting
Women with Science
and Engineering
Backgrounds
We organized a project with female employees with
science and engineering backgrounds. Under this
initiative, we conducted seminars featuring talks from
working women to convey specifics about career
development within our organization, as part of our
activities to recruit new employees.
Career Development Support
Helping Employees Return to Work after Childcare Leave
* Management positions: Manager rank or higher.
* Data collected from: Fuji Electric, Fuji Electric FA Components & Systems, Fuji
Office & Life Service, Fuji Electric IT Center, Fuji Electric Finance and Accounting Support, Fuji Architects and Engineering, Fuji Electric Frontier.
* For fiscal 2012, as of June; for fiscal 2013 onward, as of April
Pair Work Training
We conduct training to help people balance work and
family commitments and maximize performance
within the Company by pairing returning employees
and their managers to share their thinking about work
and career aspirations.
Reforming Workplace Culture
e-Learning
We conduct e-learning courses for regular employees to
help them understand the importance of diversity.
Promoting Work-Life Balance
We are strengthening initiatives in Japan to help employees
achieve work-life balance by creating working environments that are more conducive to diversity and that enable
people to fulfill their potential. We have positioned workstyle innovation and the enhancement of a support system
to provide fulfillment in and outside of work as key concerns of management to ensure that people can focus on
their jobs while at work and rest properly outside of work.
Management and labor representatives deliberate on these
issues, and we are endeavoring to enhance our programs
and corporate culture.
Major Initiatives in Fiscal 2013
We undertook site-specific activities to improve the quality
of work by taking stock of our operations and visualizing
them, while conducting seminars and other events to raise
employees awareness about the importance of work-life
balance. We encouraged all employees to take five consecutive days of leave to help them refresh their minds and
bodies, to promote a balanced approach to working, and
to target workplace efficiency as a team.
We will bolster our leave programs to encourage men to
play a greater role in childcare.
Promoting Employment of People with Disabilities
As of June 2014, employees with disabilities made up
2.15% of our workforce, exceeding Japans legally mandated ratio of 2.0%. This was in keeping with our commitment to cultivating and expanding work opportunities for
people with disabilities as much as possible. We established
Fuji Electric Frontier Co., Ltd. as a special-purpose subsidiary in Japan to expand employment opportunities for intellectually challenged individuals and others with disabilities.
Major Initiatives in Fiscal 2013
Established nearly two decades ago, this subsidiary added
10 new people at eight business sites, raising the number
of employees with disabilities to 100. In this subsidiary, we
emphasize the independence of our employees as professionals and, while entrusting them to handle cleaning,
in-house mail services and other tasks, we are committed
to cultivating their individual capabilities, including expanding their roles to manufacturing and other sites.
Employees with disabilities perform the same tasks as
other colleagues at several locations. At Fukiage and Mie
Factory, for example, they assemble vending machine or
magnetic switch components. At the Kawasaki Factory,
they polish turbine blades, perform die stamping operations, operate forklifts, and handle other work.
Fuji Electric Frontier conducts facility tours for the
parents of disabled students and relevant organizations
and accepts interns from special needs schools as part of
a commitment to enhancing the social participation of as
many people as possible.
Fuji Electric Report 2014
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Respect for Human Rights
We are creating a framework for respecting human rights
based on international standards as an essential step in our
global business expansion.
Major Initiatives in Fiscal 2013
In light of surveys that we conducted in fiscal 2012 on
human rights at overseas business units, we formulated
the Policy for Human Rights of the Employees to detail
our policy on human rights under the Fuji Electric Code
of Conduct. Additionally, we produced our Human
Rights Protection Guidelines, which present specific
check items about human rights and labor practices in
the above policy, and created an instruction book on
global human rights standards.
We distribute the policy, guidelines, and instruction book at
domestic and overseas business sites and establish a mechanism for the respect of human rights within the Company.
In our human rights awareness-raising activities, we
educate employees about the links between corporate
activities and the need to respect human rights in their
level-specific training. In training for new managers, we
have used case studies in group discussions to heighten
sensitivity to human rights risks among the administrators
on the frontlines of our organization.
Health and Safety
Employee health and safety is a top management
priority. In line with a basic philosophy of putting the
health and safety of our workers before anything else,
all employees work together to ensure effective health
and safety activities.
Major Initiatives in Fiscal 2013
Health and Safety Basic Policy
We formulated the Health and Safety Basic Policy in line
with our Health and Safety Basic Philosophy, and have
implemented it at all business sites in Japan and overseas. The Company-wide Health and Safety Promotion
Committee adheres to the basic policy by reviewing accidents and disasters in the previous year and considering
future issues. It also reviews the Company-wide Health and
Safety Management Policy annually, educates in keeping
with this, and conducts safety patrols and other initiatives.
Promoting Health and Safety at Overseas
Business Sites
Health and safety are also important issues at overseas
business sites as we globalize our operations. We are producing English- and Chinese-language versions of our
Company-wide Health and Safety Management Policy,
rules, standards, and other key documents. Our foreign
business sites are putting in place health and safety administrative structures based on those of our domestic operations. Furthermore, in addition to complying with laws and
ordinances in each country, we promote health and safety
activities that fit with local cultures and customs.
In fiscal 2013, we enhanced the health and safety environment in various ways. For example, we had Companywide safety unit officers instruct on safety at our factories in
Malaysia and Thailand and we conducted safety patrols at
a plant construction site in Thailand.
CSR Activities
Health and Safety Basic Philosophy
Health and Safety of Workers takes
precedence over everything else.
Fuji Electric Health and Safety Basic Policy
1. Health and safety is one of the most important tasks of
corporate management at Fuji Electric. High-quality health
and safety activities are practiced to make the workplace
safe and comfortable, eradicate industrial accidents and
prevent mental and physical diseases.
2. Applicable laws and regulations, and autonomous standards
established by the Company, individual business offices and
departments shall be observed. Health and safety activities
sticking to the basics shall be exercised at all times.
3. All individuals involved in the business of Fuji Electric shall
participate in the voluntary health and safety activities as a
team and enroot safety culture in the workplace in order to
ensure their own health and safety.
4. Health and safety activities focusing on the employees
health and safety are pursued aggressively in all businesses
we conduct. By publicizing these activities, we contribute to
creation of a safer, securer and more comfortable society.
On-site Safety Patrol at a plant construction site in Thailand
External Evaluation of Accident-Free Record
The Otawara Factory attained 25.5 million accident-free
work-hours from 1979 through 2013. It received an
Accident-Free Record Certificate, Class 5, the highest
level, from the Ministry of Health, Labor and Welfare for
this achievement. Having achieved this milestone, we will
continue striving to prevent workplace accidents by
ensuring that each individual employee is fully aware of
safety issues.
