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Principles & vision
Procurement
Global
Region
Principles & vision
Procurement
Based on its management principle, the Yaskawa Group aims to improve productivity and achieve sustainable development by securing, developing, and optimally allocating human resources that can contribute to the development of society and the welfare of humankind through business operations.
We also aim to create a work environment where employees can work with peace of mind so that each and every one of our diverse employees can make the most of their abilities.
The Yaskawa Group has established its Human Resources Philosophy, which sets forth the basic principles of the Group’s human resources and personnel systems.
The philosophy consists of the following basic principles regarding the desired human resources, human resources development, work environment, and assessment and compensation.
Since its founding, Yaskawa Electric has been constantly striving to meet the needs of the times.
We are looking for people who have a sense of professionalism, are not afraid of failure, cooperate with others, and continue to challenge new things.
We will provide opportunities for growth so that each employee can take on challenges to realize his or her own goals.
Through self-development, OJL, and OFF-JL, we will develop human resources who can contribute to the expansion of global business beyond cultural, customary, and linguistic barriers.
We will make every effort to improve the work environment so that employees can spend their daily work life in good physical and mental health. We will eliminate all forms of discrimination from the workplace environment and strive to prevent harassment.
In addition, in order to promote a work-life balance, we are building initiatives and systems to realize a variety of working styles.
Through regular meetings, we clarify the roles expected of each employee. We will build a system in which those who work hard and achieve results are evaluated, and improve transparency by disclosing information on evaluation standards. The results achieved will be fairly evaluated through consultation and rewarded fairly in terms of remuneration and promotion.
We implement human resources strategies linked to management strategies while placing the same emphasis on dialogue with employees and investors.
Specifically, we strengthen human investment based on the human resources requirements formulated for the execution of business strategies and the visualized human resources data, as well as human resources management that encourages the active participation of diverse human resources.
We focus on “deepening the understanding of Yaskawa Principles,” “evolving diversity and inclusion,” “training and optimal placement of professional human resources,” and “creating a comfortable work environment.”
By constantly monitoring these initiatives through proactive communication with employees, such as ES questionnaire and direct dialogue with management, we will quickly reflect the feedback in the improvement of human resources policies and accelerate the improvement of productivity and job satisfaction.
Through these initiatives, we aim to contribute to solving customer issues, create new added value for society, and continuously improve corporate value.
Yaskawa defines the skills required for each department and job category, and assesses employees’ current capabilities through annual skill checks. For example, in the technology department, employees’ experiences and skills are visualized, and the information is used to assign the engineers to development themes and to formulate hiring plans.
In addition, Yaskawa Group is promoting initiatives to link and visualize human resource data globally through YASKAWA Digital Transformation (YDX).
By analyzing and utilizing the collected data in a timely manner, we are speedily implementing various human resource initiatives, including recruitment, deployment, development, evaluation, and system management, while at the same time working to raise the level of human resource management.
| Materiality | Create a rewarding workplace and human resource development |
|---|---|
| Desired outcomes |
Develop human resources based on personnel philosophy and improve the job satisfaction of employees |
| Initiatives ［Targets］ |
|
| FY2024 results | The ratio of professional human resources: 13% |
*1 A person at the level of being able to teach others in the skills within a task to which he or she is assigned
*2 Definition of professional human resources and target values were revised in June 2024.
In FY2022, with the aim of deepening the understanding and strengthening the practice of all global employees, corporate motto was reorganized into “Yaskawa Principles” by dividing it into “Our Purpose,” “Our Values,” and “Our Actions.”
To ensure we remain firmly aligned with our vision and to increase the number of personnel who can deeply understand and embody our management philosophy and the “i³‑Mechatronics” solution concept, we conduct philosophy-based education through direct dialogue with management.
Since FY2023, we have expanded the scope of participants to include group companies in Japan and overseas to deepen our understanding of the Yaskawa Principles
Scenes from Yaskawa Principles education
In Japan, we create and distribute the principles cards as a tool to constantly confirm the Yaskawa Principles and take action.
On the internal intranet, we are developing content to share how each employee implements the principles in his or her work, and how it is connected to the Group’s values.
This content has attracted many views. In order to deepen the understanding and strengthen the implementation of the Yaskawa Principles throughout the Group, we are disseminating information, such as translating the Philosophy, History, and DNA into multiple languages, and publishing special features to learn about the principles in the Group Newsletter distributed globally.
Distributing the principles cards
Poster in the workplace
In business environment where we face global competition, each individual must continue to grow as a true professional in order to maintain our competitiveness as a company. We believe that the more professionals we have, the more competitive our organization will become and the more flexible we will be in our ability to respond to changes and crises.
For this reason, in addition to promoting early career development of young employees, we hire experienced professionals from outside and actively provide them with challenging opportunities, so that they can be selected and promoted to general managers and section managers depending on their contribution and roles.
In addition, through our career development program, we provide long‑term talent development tailored to each employee’s motivation and aptitude.
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.
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.
Based on the belief that the role of the company is to provide a place for employees to realize themselves, Yaskawa has introduced an education system that respects individual autonomy, from “education provided” to “self-learning education.” By sharing a career path model and a career requirements definition document, the employees aim to realize themselves while growing sustainably through various education and training systems, grasping the gap between their “goals” and “current status.”
We are promoting human resource development in Yaskawa under the slogan of “thinking logically and communicating things appropriately to others” as an ideal target for young talent (within the fifth year of employment).
Through various types of education and training, we provide employees with opportunities to think about their careers and goals immediately after joining the company as well as make them acquire necessary knowledge at an early stage, and encourage them to develop their careers autonomously.
YFTS training
Future management leader training is held to develop candidates for next-generation management, who will be responsible for YASKAWA Group’s business development and sustainable growth, as human resources capable of formulating strategies for management innovation.
We make this training a prerequisite for appointment such as Executive Officers. The training started in 2001 and a total of 127 employees have participated in it.
Under the slogan “Let’s increase (KAIZEN) operational efficiency by at least 30%,” this is a human resource development activity with the participation of all employees to improve the ability to solve problems and issues that lead to the improvement of the corporate structure by putting QC stories* into practice through improvement activities.
We consider QC stories as a form of work etiquette.
KAIZEN30 activities are implemented throughout the YASKAWA Group with the aim of improving organizational productivity and all employees are required to understand and practice them.
In addition, we hold results presentations and awards for improvement, including group companies in Japan and overseas, to expand the good examples horizontally and to raise motivation through praise and encouragement.
＊ Methods for solving problems in quality management. We identify and solve problems through the following steps: selecting themes, grasping the current situation, setting goals, planning the schedule, formulating measures, pursuing success scenarios, confirming effects, standardizing and managing, and looking back and future policies.
Results presentation
Awards for improvement
In order to improve employees’ sense of contribution and job satisfaction, we have shifted from seniority-based evaluations based on accumulated knowledge and skills to evaluations based on the performance (contribution) achieved by performing duties and have revised treatment based on the role each employee plays and the scale of their duties.
In addition, in FY2022, we expanded the medium- to long-term incentive system to employees in light of the fact that employees are the main contributors to the creation of corporate value.
With the aim of raising awareness of participation in management, we provide stock compensation to managers and above and cash compensation to employees, which also encourages them to participate in shareholding associations, in accordance with the level of achievement of mid-term business plan, in order to raise awareness for Yaskawa Group’s corporate value. So far, approximately 80% of all employees in Yaskawa Group in Japan are members of the shareholding association.
In addition to providing employees with appropriate intellectual property education, we have established a reward system for employee inventions.
This system is designed to increase employee motivation for inventions by rewarding a wide range of inventions, including patents with high business contribution, patents with high technical value, and patents with high intellectual property value, as well as “know-how” that do not file patent applications.
Since FY2016, we have been conducting monthly ES questionnaire surveys for employees of Yaskawa Electric in order to collect their individual opinions and not just monitor their satisfaction. We measure the level of understanding and penetration of management measures, the sense of busyness in the workplace, and the level of satisfaction with the human resources system through registered questionnaires and analyze the data in specialized department to rotate PDCA cycle. Then, we aim to solve various problems faced by employees and to foster a corporate culture in which management and all employees become more united. The response rate of the ES questionnaire exceeds 90% every month, and various opinions and requests are received.
The results of the questionnaire analysis are shared internally every month, and we provide feedback on all opinions and requests. We quantify the percentage of employees with job satisfaction every six months, and the positive response rate has remained high at around 80%. By analyzing the results of this survey in detail, we are able to identify the factors that contribute to the improvement of job satisfaction and the characteristics of each workplace in a timely manner and are working to make speedy improvements while prioritizing issues that need to be improved.
The results of a survey conducted in FY2023 on “job satisfaction” revealed that there were challenges in “the realization of career paths” and “a career consultation environment.” In response, as part of our improvement measures, in FY2024, we established “career design follow-up training” as a new initiative for mid-to-senior employees. Approximately 350 employees, mainly around the age of 55, participated in this training.
Furthermore, the survey in FY2024 also revealed that there was room for improvement in terms of “sense of accomplishment at work” and “sense of growth through work.” We will prioritize these issues as key focus areas and take proactive steps to address them.
In order to understand the factors that contribute to the improvement of job satisfaction, we set 15 questions on topics such as “pride in working at Yaskawa,” “empathy with Yaskawa Principles,” “sense of growth through work,” and “opportunities to utilize skills and abilities.”
The analysis is based on the positive response rate for each question and the correlation between each item and job satisfaction.
We conduct our own activities to promote human resource development through direct dialogue (dialogue meetings) with the president.
As the president himself in charge of human resource development, under the motto of development of human resources who will play a role in the evolution of the Yaskawa Group, we expand the circle of communication with employees and strengthen the motivation of participants and the development of human resources that takes on challenges through interactive dialogue.
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