Basic Concept
Based on the idea that "without human resource, there is no growth," we aim to create a virtuous cycle in which the growth of each Fujikura employee individual leads to growth as a company and increased corporate value, which in turn further increases the motivation and engagement of Fujikura employee, and we are working to create organization where a diverse range of human resource people can play an active role.
Developing human resource to support global business
Fujikura Group has approximately 50,000 Fujikura employee in over 20 countries and regions around the world. In order to continually develop cutting-edge, highly useful products and solutions, we work every day to Monodukuri our customer can trust in the field of "Tsunagu" Technology™. To further advance these efforts, it is important to have human resource who can work globally, and human resource development activities for this purpose are one of the important pillars of management that will lead to the future of Fujikura Group.
policy
"In order to create world-class human resource, we will secure and develop human resource will take the initiative in their work and who are aware that they are playing a part in global business."
the goal
- Expanded recruitment and placement of people in the right positions.
- Global rotation
- Career Support
- Creating a globally common evaluation and training system
- Global in-house education network and training system
Basic principles and policy for human resource development
Based on the Group HRM Vision, we aim to develop a diverse human resource, regardless of nationality, race, gender, religion, age, etc., by fostering a sense of ownership in which each individual can act as the main player, respecting, cooperating and encouraging each other, and cultivating capable human resource who can lead change.
Our approach to human resource development
Our human resource development is centered on learning through practice (OJT) in each workplace, and is a total system that organically links "goal management and evaluation" with "development." By continually running the evaluation cycle, employees and their superiors can recognize and share their "individual strengths and challenges," which will lead to further growth.
We have also introduced a Career Challenge System, an internal recruitment system, and established a personnel system that makes it easier for employees to realize their own career plans. This fosters individual autonomy and allows employees to develop their own independent careers.
human resource Development Program
| theme | Program Details | |
|---|---|---|
| 1. Career development support | 1.Career and startup support |
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| 2.Selective training | Through promotion and evaluation systems, we will work with our superiors to identify the knowledge and skills required for each career stage and role, develop individual career development plans, and create an environment in which employees can take a wide range of programs tailored to their needs (external group training, e-learning, distance learning, etc.) (Examples: logical thinking, communication skills, problem solving, team/ organization management, business administration, language, IT) | |
| 3.Open recruitment training | Recruiting and sending employees to hierarchical training programs organized by external organizations (opportunities to interact with human resource of the same generation from other companies) | |
| 4. New manager training | Providing an opportunity for employees to consider their promotion to a managerial position as a milestone in their careers and to think about their future careers and lives | |
| 5. New department manager Training | Offering courses to systematically and practically acquire the knowledge and skills necessary for line management (subjects such as "Management of Objectives and Evaluation" and "The Role of a Manager") | |
| 6. Management human resource Development Program | Implementing selective training programs to develop successor candidates for key positions and to strengthen the management human resource base in the medium term | |
| 7. Lifelong Learning Programs | Life planning seminars for Fujikura employee who have a few years before retirement | |
| 2. compliance Programs | Various training courses on social responsibility as a businessperson (fair trade, export control, labor relations, etc.) | |
| 3. Business Specialist Programs | Specialized education provided by relevant unit (quality/ Monodukuri, intellectual property, legal matters, labor, accounting, etc.) | |
Promotion of self-development (incentive system)
| theme | Contents |
|---|---|
| Correspondence education/e-learning/external training |
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| Video learning service |
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| Language Education |
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Fellow Certification System
At Fujikura, we certify professional Fujikura employee Fujikura employee aim for even greater heights in the fields of technology, research and development.
human resource development activities
Fujikura provides a wide range of training programs, including company-wide group training, human resource development training such as correspondence courses, e-learning, and self-development support programs, as well as specialized training provided by relevant unit (quality/ Monodukuri, intellectual property, legal matters), compliance training, and risk management training.
Main activities for human resource development
- Mandatory training, new Fujikura employee training, language training, training for each unit and business location
- Safety and health, harassment prevention, mental health, health management training, BCP and BCM training
- Corporate Philosophy, CSR, Monodukuri, quality and environment training, intellectual property and brand logo training
- compliance, risk management, e-learning
Activities to increase Fujikura employee incentives
Fujikura Group has activities to increase Fujikura employee incentives and systems to support these activities in order to create an environment where diverse human resource can maximize their capabilities and improve corporate value. Some of these systems have been continued since the founding president, Tomekichi Matsumoto.
| system | Overview of the system | |
|---|---|---|
| 1 | Self-development learning system | A system that allows Fujikura employee to learn about the content they need for their careers at any time (we are expanding self-development learning opportunities as part of our support for independent career development) |
| 2 | Career Challenge System | A system in which Fujikura employee are recruited through public posting on the company's intranet (When it becomes necessary to recruit from outside the company, aspect also considers internal resources through public posting at the same time) |
| 3 | Domestic study abroad program | A system to send Fujikura employee engaged in research and development to graduate school (doctoral course) |
| 4 | President's Award System | A system to award certificates and bonuses to Fujikura employee and groups who have contributed to improving business performance, etc. |
| 5 | Patent Meister System | A system to reward individuals with the highest number of patents |
| 6 | Proposal Award System | A system to award excellent proposals |
| 7 | Career advancement support system | Carrying out career interviews for promoted employees |
| 8 | "Takumi" Certification System | A system that awards the title of "Takumi" to highly skilled craftsmen who are to inherit skills |
| 9 | Overseas intra-company transfer system | A system in which human resource from each base work at Fujikura's head office, etc., in order to develop global human resource |
| 10 | Fellow Certification System | A system to reward Fujikura employee play an extremely important role as professionals with outstanding expertise and excellent character in research and development, etc. |
| 11 | Fujikura employee referral system for career recruitment | A system that creates opportunities to recruit a wide range of human resource by institutionalizing recruitment through Fujikura employee referrals. |