Human Resources Management
Basic Policies
To realize the vision of "Provide innovation to the world as a global company that contributes to manufacturing, lifestyles, and the future." set forth in FUJI 2035 and to achieve our goal of becoming a company with 300 billion yen in revenue by fiscal year 2036, we consider maximizing our human capital through our talent strategy to be one of our most important missions.
We are advancing various initiatives related to our human resources strategy from four perspectives: diversity, talent development, health management, and occupational safety and health. Through solving social issues via our businesses and products, fostering the autonomous growth of our employees, and driving innovation, we will continue to realize our purpose of "Enriching the lives of those in the world around us".
- The customer is number one
A person who can put themself in another person's shoes.
- Sincerity & honesty
A person who tackles everything with humility and dedication.
- Improving & innovating
A person who is never satisfied with the status quo and thus is always looking for ways to improve and innovate.
- Actual places and things
A person who is committed to actual places and things to learn and act quickly.
- Sense of ownership
A person who takes ownership in identifying issues and problem solving, and acts accordingly.
- Challenging
A person who sets lofty goals and proactively strives for self-improvement.
- Sincerity
A person who faces people and work with sincerity.
Human resource development
As a manufacturing company, we believe that the growth of our employees is the source of our corporate value. We view human resource development as an investment in human capital and have long regarded it as a priority, devoting significant resources to it.
Training programs
Fuji provides employees with a variety of training programs for career advancement, ranging from new employee training to learn the basics of working life, to specialized training for current employees to acquire the knowledge and skills necessary for their positions. In addition, we provide an extensive support system for acquiring certifications and distance learning programs, furthering the self-development of highly motivated employees.
New employee training
We place a strong emphasis on the onboarding training of new employees, viewing them as valuable human capital that will support Fuji’s future. To ensure they gain a deep understanding of the technology and market related to our core business—electronic part pick and place machines—we have established job-specific curricula. We provide extensive onboarding training, including the Sokaijuku program (lasting approximately one year after joining) for technical staff with bachelor’s or technical college degrees, and the User Support Training program (lasting seven months after joining) for sales staff with bachelor’s degrees. We also conduct innovation training to instill Fuji’s corporate message of innovative spirit.
Engineer development: Engineering training
Fuji is committed to fostering the skills of its engineers. One of the courses reflecting our commitment is this engineer program called "Sokaijyuku training". Followed by orientation and onboarding programs designed for shifting the mind-set of graduate hires who have just entered the workforce, from students to adults, and practical factory-floor training to learn manufacturing practices, graduate-hire engineers (including those from group companies in Japan) are provided with this practical training program. The purpose of this training is to acquire basic knowledge in various fields that are essential for engineers at Fuji, without being bound by their academic background. Through classroom lectures and hands-on practice, trainees will experience the joy of manufacturing and take the first step toward becoming a first-class engineer.
Sokaijuku originated from the FTSS (Fuji Technology Skill Standards) initiative launched in late November 2011. It is a training program unique to Fuji designed for new technical employees, with the goal of having engineers to strengthen their development capabilities. It has been conducted continuously for 13 years since its launch in December 2012. Participants, without being limited by their academic majors, first take basic courses in mechanical, software, and control engineering to acquire the fundamental knowledge essential for engineers in the Fuji Group. Then, as a practical application, they develop a small electronic part pick and place machine and compete on the quality of their work at a final presentation (competition).
- Target
Engineers in their first year of employment, including those in Japanese group companies (approximately 20 to 30 people)
- Staff
Approximately 120 people (tutors, coordinators, program staff, and HR department)
- Period
July through the end of January (7 months)
- Average class time per person
1,054 hours (FY2026)
- Study method
3 to 4 person teams
Divided into several teams, they designed and developed a simple robot with a mechanism similar to that of Fuji's mainstay SMT pick and place machines.They arranged parts, assembled their own robots, and verified operation within a set of rules. At the final phase of the program, all the trainees went through an in-house competition where their robots competed against one another in front of senior management. By provision of this program, we foster the talents of trainees so that they may acquire basic knowledge beyond their expertise and experience the joy of development through the product development process and trial and error experiments. This investment in the development of engineering talent aims to instill self-reliance at an early stage.
Once they graduate the Sokaijyuku, they will be involved in teaching the next generation as instructors and organizers. In turn this fosters the upskilling of mid-career engineers, establishing a positive engineer development cycle.
Rank-based training: New manager training, leadership training
Tiered training and self-development support
Every year, we conduct new core people training for employees who have been newly appointed to managerial positions. The purpose of this program is to deepen the awareness of managers and stimulate their work, and to share issues regarding the management and development of subordinates through exchange of opinions among managers. We also strive to deepen their knowledge of OJT, intellectual property and finance, and to improve their presentation skills through presentation courses. Furthermore, starting in fiscal year 2026, we have introduced a pre-service training for new manager program for employees who have been selected to become managers the following year. This program is designed to ensure they acquire essential managerial knowledge in advance, allowing them to start their new roles with confidence.
Our leadership training is designed for employees at a leadership level to learn mainly about leadership, communication, team member development. After the training period, participants are given the opportunity to put what they learned into practice in team-based activities in which they are expected to take initiatives as a leader to solve issues and improve the culture at the workplace over several months. Through these activities, we measure improvements in leadership and organizational capabilities.
In the Third-Year Training program, eligible employees in their third year of employment participate in group training to define their ideal selves five years from now. Over the course of six months, they then engage in follow-up sessions with their department heads to discuss what they should be doing now to achieve those goals. This serves as an opportunity for both the employees and their department heads to gain insights and grow.
- Tier-based training (FY2026 results)
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- Core staff training
- Innovation training for department heads
- Training for newly-appointed core staff
- Pre-service training for newly appointed core staff
- Leader training
- Third-year training
- New employee training
- Self-development support
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- Language learning support
(Online English lessons, in-house TOEIC testing) - Certification incentive progra
- Reimbursement for correspondence course fees (up to 30,000 yen per course)
- Language learning support
Manufacturing engineer training
At each factory, employees learn improvement techniques for manufacturing through level-based Industrial Engineering (IE) training, and an environment has been established where they can freely use 3D printers and other equipment to create prototype parts. At the on-site improvement exhibition held several times a year which is a joint event organized by Fuji Group companies, employees have the opportunity to personally present their improvement initiatives to participants, including executives. The proposals presented at this exhibition are adopted into actual production, and their effectiveness is evaluated using quantitative metrics.
Multi-Skill Development Program, Practical Global Sales Training Program
Multi-Skill Development Program
The Multi-Skill Development Program is a one-year training initiative designed to cultivate engineers who develop products from the customer’s perspective.
The program consists of three phases: (1) product installation and system implementation, (2) call center operation, and (3) on-site support at domestic and international service locations. Through hands-on experience at customers’ production sites, this initiative aims to foster further innovation in product development.
Robotic Solutions Division
Technology Planning Department, Shota Shima
Assignment : Fuji America Corporation (FAC)
During my six-month overseas training program at FAC, I handled troubleshooting for electronic part pick and place machines at eight client sites in the U.S. and Mexico, installed new production lines, provided production support, and conducted evaluations of the NXTR A model. I was able to gain insight into the current state of overseas operations, hear firsthand feedback from customers, and understand the cultural differences compared to our customers in Japan.
Through my experience in the Multi-Skill Development Program, I have naturally focused more on design and inspection to prevent defects. However, I also feel that building relationships with other departments and connecting with new people has made communication easier and broadened my perspective beyond just technology to include usability and cost considerations. Moving forward, I aim to leverage my on-site experience to contribute to the creation of products that earn our customers’ trust.
Practical global sales training program
Launched in fiscal year 2026, the Practical Global Sales Training Program sends young domestic sales representatives responsible for overseas markets on three-month assignments to overseas subsidiaries in regions outside their usual areas of responsibility. By conducting actual sales activities while experiencing different business practices and cultures firsthand, the program provides a platform for participants to develop practical sales skills.
Digital talent development: Workplace digital transformation program
With the aim of developing human resources who drive work reforms, we started a program called "Gyokakujyuku" in fiscal 2023. Through the "Gyokakujyuku" program, we are providing education, internal training, and usage support of various digital tools, including RPA, to promote digital transformation, creating an environment where employees can use such tools to streamline and automate their work, analyze data, and other tasks. In fiscal 2024, we started a digital challenge program, called "Digi-challe", in which awards are given to employees who improve their work using digital tools recommended by the Company, in order to add momentum toward the company-wide use of digital tools. In fiscal 2025, we will also introduce a DX talent certification system to visualize the status of employees who can use digital tools, accelerate digital talent development, and establish the certification levels.
Human resources development results
Our activities are guided by three key indicators: Annual hours of work improvement through the use of digital technologies,number of certified talents by skill level, number of people who have completed digital education courses.
Innovation training and idea generation platform: WAVE
To foster the corporate message of innovative spirit, we conduct innovation training based on design thinking. This program has been expanded beyond new hires and general employees to include executives in fiscal year 2025 and department heads in fiscal year 2026.
This hands-on training—which focuses on understanding needs and the essence of social issues from the user’s perspective, shaping solutions into concrete ideas, and testing them—has been ongoing since 2023, led by employees who have obtained certifications in Silicon Valley.
Furthermore, as a platform for applying the design thinking cultivated through this training, we have established WAVE, an idea-generation platform where all employees can post ideas. Employees mutually evaluate posted ideas through likes and comments, and a system is in place where an idea is turned into a project and brought to life if it receives 50 likes.
Career development and fair evaluation
Employees set work goals and goals for personal growth every six months. Superiors and subordinates have discussions at the start of the term and mid-term to communicate and reach mutual recognition on the efforts being undertaken to achieve career development goals. Evaluation interviews are held at the end of each six month period for all employees (excluding part-time employees), where we strive to conduct fair evaluations based on self-assessment and attitude toward work.
Career paths: Expert position system, specialist certification system
We introduced an expert position system in fiscal 2023. Engineers who contribute to the Company with their outstanding advanced expertise are appointed to an expert position. We expect them to play a leading role in exploring new technologies and developing technologies in specific fields for the Company's technical development. This system was established as one of the new career paths for engineers to pursue.
In addition, starting in fiscal year 2024, we introduced a system to certify employees other than engineers, who possess advanced or specialized skills and contribute to enhancing corporate value through those skills as specialists. We believe these systems will encourage employees to take pride in their work and become motivated to hone their specialties for further self-development.
Carrier development consultation desk
We assign five advisors from different departments and conducted one-on-one meetings between employees and the advisors of their choice. The topics discussed range from role models and necessary skills to work-life balance, and all participants report that they were glad they had participated in the sessions. Additionally, we made the advisors’ career charts available to help employees choose whom to consult with. Even in cases where a formal meeting did not take place, employees commented that the twists and turns in the advisors’ careers were very insightful.
Workforce mobility and placing the right people in the right roles
To support both business growth and the development of each employee's capabilities and career, Fuji optimizes talent placement within the company while promoting talent mobility across its domestic and overseas group companies. We also strive to understand the strengths and potential of every employee, providing opportunities where they can fully utilize theier abilities. Employees who demonstrate strong motivation and dedication are given priority for growth and devlopment opportunities. Starting in fiscal year 2025, we also introduced an Internal Double-role Program and an internal FA system, creating an environment where employees can shape their own careers.
Internal Double-role Program
This program allows employees to spend part of their work hours performing duties different from their primary role in another department for four months, while remaining on their current team. Thirteen employees participated in the program’s inaugural year, 2024. Participants reported that the experience broadened their horizons and that building connections in other departments made their primary work easier.
Internal FA system
This system allows employees who have been with their current department for three years or more to request a transfer on their own. It was newly established as a means of facilitating personnel transfers initiated by employees themselves, with the aim of promoting internal talent mobility and ensuring that the right people are placed in the right roles. Under this system, a total of 12 employees transferred to their desired departments effective April 1, 2025.
Patent rewards
Fuji implements intellectual property activities that stand on three pillars: business strategy, technology strategy, and intellectual property strategy, and actively applies for patents both in Japan and overseas. To motivate employees, we have established a reward system for inventions and actively support employees in obtaining patents. We also offer basic patent training for new and mid-level engineers. Led by instructors from the Intellectual Property Division, we have been conducting these sessions annually since 2022 for new engineers (in their second year) and since 2015 for mid-level engineers (in their sixth year), thereby fostering an environment that encourages active patent filing.
Facing challenges drives the future.
DNA that never stops evolving.
Human stories woven through technology.