CSR : Labour Practices Develop Talented Personnel Willing to Take on New Challenges

Approaches to labour practices

"Valuing and investing in our people" is a key element of the Fujitsu General Group's business management policy, firmly grounded in the belief that the foundation of our company is the employees. We seek to maximize the potential of our people by creating a workplace where employees can pursue a healthy lifestyle while taking on new challenges without sacrificing their diversity.

"Valuing and investing in our people"

Key initiatives

Establishment of the technical academy of air conditioner

As the main training method for new engineering employees in the Air Conditioner Division, OJT* was conducted at each workplace, and this has led to variations in the strengths of engineers. In order to improve this situation, we established the Technical Academy of Air Conditioner in August 2019 with the aim of "cultivating engineers who can broaden their horizons and look at the entire product" and "expanding development resources by quickly making new employees capable of joining the workforce."

In order to further improve the level of our engineers, we are promoting education by setting up education themes for each job level (first year of employment, second year of employment, junior class, manager class, and general manager class).

Abbreviation of On-the-Job Training

Specialized Human-Skill Seminar for engineering managers (Air Conditioner Division)

A Human-Skill Seminar has been set up for engineering managers in the Air Conditioner Division.

The aim is to encourage each manager to draw on their human skills to help them become trusted and respected leaders within the company.

The training is conducted once a month for 30 minutes, exploring a total of ten themes that we all face in work and life, in an open discussion format.

Since the program has been favorably received by the participants to date, we are considering to roll it out to the leaders in other business divisions (Information & Communication System and Electronic Devices Division).

Human-Skill Seminar Image

Snapshot of the Human-Skill Seminar

In-house recruitment

As one of the measures to revitalize the organization by mobilizing internal human resources, and with the aim of fostering a culture that encourages both employees and the workplace to take on new challenges by supporting employees' autonomous career development, we restarted the internal recruitment system in FY2017 for the first time in 14 years.

Since the resumption of the system, 94 employees have been internally recruited in the four years up to FY2020.

10% rule

The 10% rule has been implemented with the aim of improving employee autonomy. The 10% rule allows up to 10% of the prescribed working hours per month (approximately 45 minutes per a day, 16 hours per a month, or two days equivalent in standard working day terms) to be used freely for an activity applied by the employee, directly or indirectly related to work.

As of the end of FY2020, 166 employees have been involved in this program, allowing employees to use the time generated by the work style reform to learn and grow with their own internal motivation.


Since FY2017, we have been running the cross-functional Ideathon intended to create ideas for new businesses.

We also started a new business creation program called The Future of Innovation Challenge (FIC) in FY2020. This program is intended to turn promising ideas submitted by employees to achieve a comfortable, safe, and sustainable society into business opportunities by developing prototypes and soliciting feedback from customers.

Active participation of our senior human resources

Currently, Career & Life Seminars are annually conducted, organized by labor and management, for employees who are 50 years old. Themes include how to prepare for the future, touching upon such subjects as the aging process and its impact and how to manage financial resources after retirement.

Career Seminars provide support for participants to consider their own career direction from the three perspectives of what they should do, what they can do, and what they aspire to do, while Life Seminars provide information on how to build a prosperous and happy life plan.

Overseas engineer training

Local engineers working at the overseas locations (Shanghai and Thailand) of the Fujitsu General Group underwent training at our Kawasaki Headquarters in Japan for two to three years. Not only did they learn about manufacturing but also were prepared to act as a leader of their subsidiary upon returning home.

Air conditioner engineer-manufacturing training

Engineers in their second year of employment in the Air Conditioner Division are dispersed in five Fujitsu General Group plants in Thailand and China for two-week manufacturing training. In the training, participants experienced manufacturing in the field and onsite issues are identified and measures for improvement are considered; at the end of the training, an optimization proposal must be presented by the trainee.

This training is aimed at giving our Japanese engineers experience in the field outside of Japan in addition to promoting self-reliance and confidence to work under their own initiative.

Rank-based training

Rank-based training General training
(e-learning training, etc.)
Managers New manager training, management training, Labor management training Corporate Philosophy training
Human rights
Harassment prevention
SDGs training, etc.
Mid-level employees & general employees OJT, self-training for promotion to manager, leadership training
New recruits Onboarding, technical training, practical training in manufacturing

Training for new recruits

Basic training for new recruits is conducted for approximately two weeks upon joining the company. The areas covered include an overview of the company organization and proper business etiquette including societal expectations. After completing the basic training and being assigned to a specific business unit, additional departmental training is provided.

Training for new managers

The training is designed to develop managers who will be self-reliant. Revisited areas include the proper attitude a manager should maintain, managerial skills, and business strategy formulation.

Various types of e-learning training

E-learning training is conducted as appropriate. The necessary course materials are created by division and provided on the intranet for both executives and employees at all levels. Mainly, the following courses were conducted in FY2020:

Number of courses Number of participants (aggregate) Main subjects covered
Company-wide 9 24,245 FUJITSU GENERAL Way, Code of Conduct, Anti-Monopoly Law, Anti- Bribery Guidelines, Harassment, etc.
Individual divisions 30 12,113 Subcontractor Act, appropriate attendance management for general employees, education for EMS promotion managers and promoters, safe driving course, etc.
Total 39 36,358

Relevant Information (Links)

Fujitsu General Group White Paper on Health (JP website/Japanese)

  • Fujitsu General Group's Declaration of Employee Wellness
  • Positioning and promotion system
  • Promotion plan of health and productivity management