Securing and Developing Human Resources

Approach to Hiring and Training Human Resources for Sustainable Value Creation

In order to achieve the goals of Vision 2025, we have established a policy of seeking the following three in human resources and are developing specific measures for recruitment and training. The 1st is “those who can think on their own and take on new challenges and play an active role”, the 2nd is “those who can compete and win globally”, and the 3rd is “those who accept diversity and pull, bind, and support organizations and people”.
Aiming to create a better society through superior products and services, Yaskawa considers employee growth to be its greatest asset (value). Based on the belief that “the role of the company is to provide a place for employees to realize themselves” we have introduced an education system that respects each employee’s autonomy, from “provided education” to “self-taught education”. After understanding the gap between “ideal human resources and one’s goal” and “present self” employees will utilize a variety of education and employee training programs to achieve “self-actualization”.
We also provide long-term human resource development through a career plan system that is tailored to the motivation and aptitude of each employee.
Furthermore, in order to improve human resource development, we have introduced a unique system that emphasizes two-way communication, in which the top management assume a role of “Personnel Development Promotion Officer” and directly talk to employees about their dreams and human resource development policies, and holds meetings in which employees directly express their true opinions and requests to the management.

Education System

Based on the basic concept of self-education rather than the given education, OJL (On the Job Learning), which is learning through work, is positioned at the center, and it is supplemented by Off-JL (Off the Job Learning) and self-development, which enhances the value of the employee. As for self-development, the company provides support for what the company considers to be eligible for support, assuming a certain level of self-payment.

Development of Young Human Resources

Yaskawa promotes development of human resources that can think logically and convey to others appropriately as the ideal image for young employees (Within 5 years of joining the company). In addition, the “Yaskawa Freshers Technical School (YFTS)” was opened in 2017 for newly hired technical employees to acquire a certain range of knowledge (depth and breadth) required for working at Yaskawa. Through these initiatives, we are working to ensure that each employee can fully demonstrate his or her capabilities in the business environment.

Dialogue Meeting with Management

Yaskawa is carrying out unique human resource development activities that emphasize direct communication (dialog meeting) with top management. The president of Yaskawa Electric is in charge of promoting human resources development, and is working to expand the circle of communication with employees and improve human resource development through two-way dialogue. The activities are aimed at enhancing the motivation of participants and developing human resources who can take on challenges.

President Ogasawara’s thoughts

・I want to develop people who can make the most of their abilities by turning them into opportunities at any time!

・I want to make Yasukawa Electric continue to contribute to customer value with its evolving uniqueness!

・I want to create a diverse Yaskawa Group that can communicate with society!

Assignment of Human Resources

Yaskawa’s basic philosophy is to place the right people in the right places so that employees with diverse lifestyles find their jobs rewarding. To this end, each employee is required to demonstrate his or her abilities and grow on his or her own, and we are working to realize the placement of human resources to realize his or her career by providing opportunities to communicate careers based on his or her own ideas.
On a global basis, based on our basic policy of “glocal management” we provide opportunities for employees to pursue careers overseas, and at the same time promote the localization of overseas operations. The localization ratio of key positions at major overseas subsidiaries is approximately 40%.

Reward System for Inventions

In fiscal 2018, we introduced a new invention reward system to increase employee motivation for inventions.
In addition to traditional performance awards, the following are the changes made to the reward system.
1)Expanded the scope to include items with high business contribution, high technical value, and high intellectual property value,
2)Reward equivalent to that for a patent shall also be given to “know-how” for which a patent is not applied.
Inventions with a high degree of contribution such as the above are rewarded accordingly under the new system.


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