Creating a Rewarding Workplace

Based on the basic concept of maximizing corporate value through customer value creation activities and aiming for “a company worth working for” we are promoting reforms to improve labor productivity with the main pillars of “Personnel System Reform” centered on a review of the evaluation system, and “Reform of the working hour management system” corresponding to social issues such as laws related to work style reform.

Work Style Reform

In order to achieve “Vision 2025”, we are working on the following measures, identifying the ideal image for employees as follows: (1) “Human resources who can think for themselves, challenge new fields, and work actively”, (2) “People who can compete and win globally”, and (3) “People who accept diversity and pull, bind, and support organizations and people”.

Including the above, we are taking measures to strengthen our organizational and human resources capabilities in view of changes in the organization, human resources, and external environment necessary to achieve the “Vision 2025”.

In fiscal 2021, we introduced a telework system in order to increase the number of options available for employees to work in a variety of ways, regardless of time or place, that are taking root as the new normal due to the need to refrain from going to offices or going out due to the spread of the COVID-19.
At the same time, we have created an environment in which employees, whether or not they are in the office, can improve the teams’ or individual productivity and achieve results. We have also created a system in which supervisors can evaluate the results.

Personnel System Reform

In the second half of fiscal 2020, we introduced a new personnel evaluation system to ensure that employees work in a way that suits their individual needs, and that the results of their work are evaluated fairly. The new personnel evaluation system clarifies evaluation criteria and reflects the degree of achievement to evaluation in a digital manner. By stimulating communication between managers and team members, and increasing the transparency, fairness and acceptability of evaluations, we will increase employee motivation and accelerate corporate growth.

ES Questionnaire Initiatives

Since fiscal 2016, we have conducted a monthly ES (employee satisfaction) questionnaire survey of all non-consolidated employees. We measure the level of understanding and penetration of management policies, sense of tightness in the workplace, and satisfaction with the personnel system through questionnaires. At the same time, we resolve various issues faced by employees, and aim to foster a corporate culture in which management and all employees work together to realize the long-term management plan “Vision 2025” and achieve the targets of the mid-term management plan.

The response rate to the questionnaire exceeds 90% every month, and we receive a variety of opinions and requests. We publish the results of our questionnaire analysis and provide feedback on all opinions and requests.

Employee Stock Ownership Plan

A Yaskawa stock ownership plan is held as part of the company’s benefit package. This is a system for employees of Yaskawa Electric and its affiliated companies where incentives can be added to funds as allotments for the purchase of stocks.


YASKAWA uses Google Analytics to collect information about its users. If you don't want this, you can disable it by clicking here.