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.

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.

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 (conducted twice a year) 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 FY2021, 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 an invention 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.