Yaskawa Electric : Presentation material “Create a Rewarding Workplace and Human Resource Development”

Create a Rewarding

Workplace and Human

Resource Development

June 6, 2024

Ayumi Hayashida

Senior Executive Officer, General Manager, Corporate Branding Div.

General Manager, Corporate Communications Dept., Corporate Branding Div.

© 2024 YASKAWA Electric Corporation

1. Mission of the Corporate Branding Division

Vision of the Corporate Branding Division

© 2024 YASKAWA Electric Corporation

Vision of the Corporate Branding Division

• Based on the idea that "each employee shapes the Yaskawa brand," the organizations of HR, labor, public relations, and investor relations have been integrated since FY2023.
• Contribute to the improvement of the brand and corporate value of the Yaskawa Group by enhancing the unifying power of the employees and the recognition and confidence of our stakeholders in Yaskawa Group.

Improving the brand and corporate value of the Yaskawa Group

Enhancement of employees unifying power

Strengthening the

communication within the group

One YASKAWA

• Penetration of Yaskawa Principles and management policy
• Penetration of sustainability management
• Promotion of understanding of market evaluation
• Human resource development
• Work style reform

PR IR activities activities

Personnel &

labor

Corporate activities based on

management principle

・YDX *

Sustainability management

Strengthening

the external

communication

• Dissemination of information on management strategies, business and products
• Communication of strengths and growth strategies
• Disclosure of sustainability (ESG) information
• Dissemination of recruitment information

and
thein
recognition	YaskawaGroup
confidence
Raising

Deep	Corporate evaluation and feedback
understanding

makes changes			Stakeholders
in behavior and				To be selected
awareness
			Students	and trusted
happen.	Global employees	Customers	Investors
	(families)

*It stands for YASKAWA Digital Transformation. The first phase, YDX-I, involved data centralization, business reform, and management visualization. YDX-II involvescreating value for customers from a product and service perspective.

© 2024 YASKAWA Electric Corporation	2

2. Human Resources Strategy for Realizing "Vision 2025

Overall Human Resources Strategy Major Measures and Results in FY2023

Penetration of Yaskawa Principles and its Aim

Activities to Penetrate Yaskawa Principles in the Yaskawa Group Measures for Work Style Reform

Proactive Communication with Employees

© 2024 YASKAWA Electric Corporation

Overall Human Resources Strategy

• In order to realize "Vision 2025," we focus on four key items.
• Quickly reflecting the feedback from employees in the improvement of human resources measures and accelerating the improvement of productivity and job satisfaction through proactive communication with employees

Key items

Desired outcome

Improve productivity

for	to
execution	contribute
requirements	problems
strategy	can
resources	customer
business	who
resources
Human	solving
	Human

（1） Deepening the understanding of management principles

（2）

Evolving diversity and inclusion

（3） Training and optimal placement of professional human resources

（４） Creating a comfortable work environment

Aligning the vectors of all employees to achieve "Vision 2025" (One YASKAWA)

Building a corporate structure that is resilient to environmental changes and creating a corporate culture in which innovation inevitably occurs

Raising the competitiveness of the organization and developing and deploying human resources that can flexibly respond to change and crisis

Achieving a healthy, safe, and rewarding workplace that helps employees increase productivity and delivers results

KPI (FY2025)

Progress of

FY2023

Penetration of management principles among employees

Ratio of female managers

Human rights

due

diligence (DD)

Ratio of

processional

human

resources

Positive

response rate

for job

satisfaction

Frequency

of lost

time injuries

80%

or more

Double or more

compared to FY2021

Introduction and establishment of process

Corporate average 75% or more

80%

or more

Non-consolidated:0.2 or less Group in Japan: 0.4 or less Overseas:

0.4 or less

52%

3 times

Introduction and

enlightenment

of process

29%

86%

Non-consolidated:0.16 or less Group in Japan: 0.44 or less Overseas: 0.56 or less

of "Vision 2025"	Yaskawa Principles
Realization	Realization of

Monitoring and	Problem solving and
measurement	improvement

5. Identifying engagement levels through proactive communication with employees

① ES questionnaire	②Direct dialogue with management
(dialogue meetings)

Improve job satisfaction

© 2024 YASKAWA Electric Corporation	4

Major Measures and Results in FY2023

	Key Items	Measures	Results
	(１)	① Implementation of Yaskawa Principles	① Participation of a total of 1,400
	managers
	Deepening the
	education globally	(9 companies in Japan,
	understanding
	② Preparation of materials for Yaskawa	3 companies overseas)
	of Yaskawa
	Principles enlightenment	② Creation and distribution of
	Principles
		Yaskawa Principles cards
	(２)	① Promotion of women's participation	① 20% hiring quota, leader training
	② Position-specific training,
	Evolving diversity	② Unconscious bias educational activities	e-learning
	and inclusion	③ Promotion of experienced professionals	③ Strengthen recruitment,
			promotion to managerial positions
	(３)	① Career support	① Promote use of the FA system
	Training and	② Development of next generation	② Training to strengthen managerial
	optimal placement	management personnel	skills
	of professional	③ Fair evaluation and compensation	③ Review of medium- to long-term
	human resources	system for contribution	compensation system
	(４)	① Promotion of work style using ICT	① Visualization of attendance
	② Introduction of shorter working
	Creating a	management data
	hours/days systems
	comfortable	② Adoption to re-employed staffs
	③ Disaster prevention activities and
	work environment	③ Health improvement training
	employee health support
	© 2024 YASKAWA Electric Corporation	5

Penetration of Yaskawa Principles and its Aim

Penetration of Yaskawa principles

Employee behavior based on the principles

Shared aspiration to create good "products"

Be selected by customers and

provide "products" that contribute to their "benefits"

Keep creating new fans

Contribute to sustainable growth and social development

Build a strong and indispensable company

© 2024 YASKAWA Electric Corporation	6

Activities to Penetrate Yaskawa Principles in the Yaskawa Group

1. Employees' high-level	2. Increasing sense of	3. Changes in awareness
understanding of the	belonging and motivation	and behavior for work
company

Cultivation of

One Yaskawa

Material	⚫ Increase of materials that enable
understanding of Yaskawa Principles
development and
⚫ Translation of Yaskawa Principles,
information	history, and DNA into multiple
dissemination to	languages
"know" the	⚫ Enhancing dissemination of
principles	information through intranet portal		Display
and internal newsletters	Distribution of Yaskawa Principles	posters at
	workplaces
		cards to employees
	⚫ Accelerate deployment to major sites
	in Japan and overseas
Creation of	⚫ Regular implementation of Principles education
for group employees
opportunities to	2022: General managers
"learn" the	2023: Section managers and managers
in group companies
principles	2024: All employees (planned)
	[Contents]
	Lecture of Yaskawa Principles (90 minutes)
	Group work (30 minutes)	Yaskawa Principles education (Yaskawa America)

Providing opportunities and establishing a system to practice principles

© 2024 YASKAWA Electric Corporation	7

Measures for Work Style Reform

By clarifying the roles and duties of each employee, and by evaluating and treating results fairly, improve employee satisfaction, and create a virtuous cycle of creation of rewarding work environment and the enhanced company's competitiveness

A. Management

Development of a mechanism to clarify the roles and

duties of each individual

Clarification of the mission of roles and duties (expected results)

B. System

Establishment of a treatment system that is fair to results

Review of the compensation

system, reemployment system,

and retirement benefit system

Work style

reform

Awareness

change

＋

Operation

change

C. Tools and Environment (YDX)

Introduction of new work style

using ICT

(Visualization of daily plans and results)

Review of personnel system and daily report management system

© 2024 YASKAWA Electric Corporation	8

Proactive Communication with Employees

・Constant monitoring through active communication with employees

・Quickly reflect improvements in personnel measures to improve productivity and satisfaction

Questionnaire

• Conduct registered questionnaire monthly for all employees from FY2016
• Survey on the views and perceptions of each employee
• Analyze data in a specialized department and improve business by utilizing the PDCA (plan-do-check-act) cycle.
• Share analysis results internally and provide feedback to all opinions and requests

Direct dialogue with the president

• Develop human resource development activities through dialogue meetings with management
• Strengthen the motivation of participants and the development of challenging human resources through interactive dialogue

Survey

１．Four fixed questions:

Quantitative data to be checked monthly

(Business policy penetration, work volume, paid leave)

xxx

２．Fixed point observation theme:

Theme to confirm changes over time by checking 1-2 times a year

(Job satisfaction, diversity, etc.)

３．New theme:

Theme according to the current topics

４．Qualitative comments:

Qualitative data that provides raw voice of employees

Reaction

１．On-site correspondence:

Workplace improvement and SOS caller response

２．Results analysis and feedback:

Disclosure of report to employees

３．Reflection on various measures

４．Feedback on qualitative comments

management policies inReflectionDirect dialogue (Yukuhashi Plant)

© 2024 YASKAWA Electric Corporation	9