INTEGRATED REPORT

2023

Year ended March 31

Profile

ProfileValue Creation

Sustainability

Data Section

Contents
ProfileSustainability

Contents/Editorial Policy/Basic Principles/Vision ･･･1

FANUC’s Approach to Sustainability ･･････････ 21

The Three Philosophies/FANUC Code of Conduct ･･･2

Special Feature Introduction of FANUC Factory ･･･ 25

Track Record of Value Creation ･･････････････････3

Dialogue with Stakeholders ･････････････････････ 26

FANUC’s Overview･･････････････････････････････････4

Targets and Initiatives to Achieve Carbon Neutrality ･･･ 27

Global Service････････････････････････････････････････5

Initiatives for TCFD Recommendations ････････ 28

Supporting Factory Automation ･･････････････････6

Enhancing Employee Engagement ･････････････ 32

Financial and Non-financial Highlights ･･･････････8

Initiatives to Help Foster The Next Generation･･･ 42

Value Creation
Message from CEO ･･･････････････････････････････ 10
Value Creation Process ･･････････････････････････ 16

Basic Principles“Genmitsu”(Strict Preciseness)“Strict Preciseness” and “Transparency”

Directors ････････････････････････････････････････････ 44
Three-way Conversation between Outside Directors･･･ 46

are the basic principles of FANUC.

Enhancing Corporate Governance ･････････････ 49

The Source of Value Creation･･･････････････････ 17

Data Section

Business Overview and Financial Summary ･･･ 18

Consolidated Financial Statements ････････････ 53“Tomei”(Transparency)

Strict PrecisenessA company will last forever and be sound with

Corporate Profile ･･････････････････････････････････ 57

strict preciseness.

External Recognitions ･････････････････････････････ 59

Transparency

The corruption of an organization and downfall

Editorial Policyof a company start from a lack of transparency.

Publication of Integrated Report 2023
FANUC has published this Integrated Report in order to share our value creation efforts withstakeholders.
Under the basic principles of “Strict Preciseness” and “Transparency,” FANUC aims to achieveboth social and economic value at the same time, and to achieve sustainable growth.

VisionScope of Report and Reference Guidelines
Reporting Period

From April 2022 to March 2023
Some information may refer to organizational structures and policies
at the time of publication if those have been recently updated.

Organizations

FANUC CORPORATION and its consolidated subsidiaries

Referential Guidelines

We have referenced Integrated Reporting <IR> of the International
Integrated Reporting Council (IIRC), as well as the Guidance for Collaborative Value Creation issued by Ministry of Economy, Trade andIndustry (METI) Government of Japan.

FANUC provides indispensable values throughout the worldin the field of factory automation through unceasingly

Forward-looking statements

creating technological innovations, and will continue to be

Statements contained in this report that relate to the future operating activities, business performance, events or conditions of FANUC are forward-looking statements. Forward-looking
statements are based on judgments made by FANUC’s management based on information
available at the time of publishing this report and are subject to significant assumptions. As
such, these forward-looking statements are subject to various risks and uncertainties and actual business results may vary substantially from the forecasts expressed or implied in forward-looking statements. Accordingly, you are cautioned not to place undue reliance on
forward-looking statements. FANUC disclaims any obligation to revise forward-looking statements in light of new information, future events or other findings.

a company that is trusted by all stakeholders.

1Profile

ProfileThe Three Philosophies

Value Creation

Sustainability

Data Section

FANUC Code of Conduct
Officers and employees of FANUC shall practice thefollowing with “Strict Preciseness” and “Transparency,”
which are the basic principles of FANUC.
❶ Upholding of a high standard of ethics❷ Compliance with laws and regulations, and internalrules❸ Respect for human rights❹ Contribution to the benefit of FANUC

The three businesses of FA, ROBOT and ROBOMACHINE are
unified with SERVICE as “one FANUC”, to provide innovation
and re-assurance to manufacturing sites around the world.

Prohibited Acts which require Particular Attention.

Reliable

1. To discriminate based on gender, age, nationality, ethnicity, race, place oforigin, religion, beliefs, disability, sexual orientation, sexual identity, etc.
2. To engage in an act that creates, or appears to create, a conflict of interest between his or her personal interest and the FANUC group company’s interest, including dealing with the FANUC group company for the
benefit of him/herself or any particular individual or organization.
3. To engage in an act that violates antitrust laws, including, unjust or unfair
transactions.
4. To give money, gifts, entertainment or any other economic benefit to public officials or persons in similar positions in connection with their duties.
5. To unlawfully acquire, use or disclose intellectual property, personal information, etc., of any company or individual.
6. To conduct insider trading of stocks based on the material facts of the
FANUC group or its business partners, etc.
7. To use forced labor or engage in an act that appears to use forced labor.
8. To develop or spread technology that is harmful to the environment.
9. To provide information that differs from the truth or misleads customers,
business partners, etc.
10. To consent to an unjust request by antisocial forces, such as organizedcrime groups, or conduct a transaction with such entities or any relatedcompany or individual.

Predictable
Easy to Repair
FANUC aims to Maximizing Uptime in all
factories all over the world.

Conforming to the spirit of “Service First”, FANUC provides
lifetime maintenance of its products for as long as they areused by customers, through more than 270 service locations* FANUC will establish a contact point for whistleblowing through which, in principle, all officers
and employees of the FANUC group, including subsidiaries and sub-subsidiaries,can whistleblow to the headquarters of FANUC CORPORATION.
* This Code of Conduct applies to all officers and employees of the FANUC group, includingsubsidiaries and sub-subsidiaries (including contract workers).

supporting more than 100 countries throughout the world.

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Track Record of Value Creation
The history of FANUC began with the Numerical Control (NC) technology. In 1955, a project team for control
was established at Fuji Tsushinki Manufacturing Co., Ltd.. And the following year, in 1956, the Company became
Japan’s first private-sector company to successfully develop NCs and SERVO mechanism, realizing the automation of control of machine tools, which require absolute position accuracy and until then were performed manually, by numerically controlling them. In 1959, the Company developed electro-hydraulic pulse motor, whichforms the basis for its SERVO technology, helping the NC business establish a strong market position.
In 1972, the NC division was spun off from Fujitsu Limited to form FUJITSU FANUC Ltd. (later renamed as FANUCCORPORATION ). The Company adopted a keyaki (zelkova) tree, firmly rooted in the ground and growing powerfully up toward the sky, as its symbol, which represents a wish to grow into a company with strong corporate
structure. In addition to improving the performance of NC and SERVO products, FANUC has since expanded its
business to products that use the NC technology, developing the NC drilling machines, which was aimed at
popularizing NC machine tools, and robots installed with NC that automate wide-ranging work processes.

FANUCʼs History

1955

1965
1968
1970

1971
1972
1974
1977

1978

A project team for control
was established in Fuji Tsushinki
Manufacturing Co., Ltd.
(presently Fujitsu Limited).
Licensed to Siemens AG to
manufacture and sell the pulse motors.
Distributed Numerical Control (DNC)
system developed.
Fujitsu Limited’s Computer Control
Engineering Department factory
relocated from Kawasaki, Kanagawa
Prefecture, to Hino, Tokyo. Later tobecome the birthplace of FUJITSU
FANUC LTD.
Research Division of Fujitsu’sComputer Control Engineering
Department relocated to Hino, Tokyo.
FUJITSU FANUC Ltd was established.
DC servo motor was licensed fromGettys Manufacturing Co.
Automation System Laboratory
established.
FANUC USA CORPORATION
established.
KOREA NUMERIC CORPORATION
jointly established by FANUC and
Hwacheon Machinery Works Co.
FANUC EUROPE S.A. established.

74
76
72
Years ended March 31

78

1980
1982

1983
1984

1986

1988
1989

80

Fuji Factory constructed. Unmannedmachining during nights was realized.
Company name changed to FANUC LTD.
GMFanuc Robotics Corporation jointly
established in the U.S. by FANUC andGeneral Motors.
Listed on the first section of the Tokyo
Stock Exchange.
Relocation of headquarters to the foot of
Mt. Fuji.
Basic Research Laboratory established.
FANUC TAIWAN LTD established.
GE Fanuc Automation Corporation jointly
established in the U.S. by FANUC andGeneral Electric.
Product Development Laboratory
relocated to headquarters site
(Oshino-mura).
Area 1 of the Tsukuba factory completed.
Laser Research Laboratory established.

1991
1992

1996
1997

82
84
86
88
90
Consolidated from the year ended March 31,1983

Hayato Factory completed.
Product Development Laboratory
divided into four laboratories consistingof the CNC Laboratory, Servo
Laboratory, Robot Laboratory andMachine Laboratory.
BEIJING-FANUC Mechatronics CO., LTD.
jointly established with Beijing Machine
Tool Research Institute.
FANUC INDIA PRIVATE LIMITED
established.
GMFanuc Robotics Corporation
became FANUC Robotics Corporation,
a 100% Fanuc owned company, and its
subsidiary.
Call Center for Service established.
SHANGHAI-FANUC Robotics CO.,LTD. jointly established in China with
Shanghai Electric Group Company
Limited.

92

94

96

98

3

2002
2008
2009

Robot cells put to practical use, enabling
720hours of continuous unmanned
operation.
Area 2 of the Tsukuba factory completed.
Joint venture with General Electric wasdissolved.

2013

2016
2018

European subsidiaries reorganized to form FANUC
Europe Corporation.
Subsidiaries in the Americas reorganized to form
FANUC America Corporation.
Reliability Evaluation Building and Performance
Evaluation Building completed.
Mibu Factory completed.
FANUC ACADEMY established.
FANUC Advanced Research Laboratory established.
New Nagoya Service Center opened.
(Billions of Yen)

Sales

■

1,000

■

800

■

600

■

400

■

200

852.0

00

02

04

06

08

10

12

14

16

18

20

22

23

0

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FANUCʼ
s Overview

F A Basic products

Sales Composition Ratio(Year ended March 31, 2023)

FANUC provides basic product s thatenable factory automation, such as CNCs,
which control the operation of machine
tools with numerical information, servos,
which control speed and position, andlaser oscillators, which are used for welding
and cutting. In developing these products,
we aim to improve productivity in ourcustomersʼ factories with energy saving,enhanced safety, and higher performance.

Sales by Business(Billions of yen)

FA
250.1
29.4％

Service
112.1
13.1％

852.0

ROBOT Applied products
Various tasks can be automated by applying the basic
technologies of CNCs and servos freely controlling
robot arms . We contribu te to improving work
environments by releasing workers from dangerous,
dir t y, and di ﬃcul t jobs and impro v ement andstabilization of product quality through long-term stable
continuous production. In addition, we contribute to themaintenance and growth of factories around the world bycompensating the shrinking labor pool, such as bydeveloping robots that can work in collaboration withhumans.

ROBOMACHINE Applied products
FANUC is developing compact machining centers,ele c t ri c inje c t i o n m o ldin g ma c hin es , w ire
electrical-discharge machines that apply thebasic technologies of CNCs and servos. We
contribute to improving the productivity of ourcustomers by pursuing superior machining
performance, operating rate, and ease of use.

ROBOT
357.0
41.9％

ROBOMACHINE
132.8
15.6％

Sales by Region(Billions of yen)

Japan
125.2
14.7％

Other
8.6
1.0％
Asia
ex. China
126.6
14.9％
China
245.6
28.8％

852.0

Americas
199.4
23.4％

Europe
146.6
17.2％

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Global Service
FANUC fully supports customers in over 100 countries, through more than 270 service locations throughout the world.
FANUC has two core service centers in Japan. One is in Hino in Tokyo, and the other is in Komaki, in Aichi Prefecture. Each has a call center, a parts center, and a warehousefor spare parts for overseas use. With this, FANUC is able to provide better services.

FANUC America

FANUC Europe

BEIJING-FANUCSHANGHAI-FANUC Robotics
SHANGHAI-FANUC ROBOMACHINETAIWAN FANUC

Nagoya Service Center

Head office

KOREA FANUC

FANUC INDIA

FANUC THAIFANUC INDONESIA

5FANUC SOUTH AFRICA

Hino Branch OfficeProfile

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Data Section

Supporting Factory Automation
You can find FANUC technologies everywhere in our daily life.
Automotive, Aerospace, Construction, Energy, Food and so on.
FANUC products are utilized in various fields.

FANUC Products in Various Fields

Parts machining with ROBODRILL

Handling

Welding

6

Plastic molding with ROBOSHOTProfile

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Data Section

Installed in Machine Tools Worldwide

Inside of machine tool (image)The history of FANUC began with the Numerical Control (NC) technology. In 1955, a project team for control was established at Fuji
Tsushinki Manufacturing Co., Ltd.. And the following year, in 1956,
FANUC successfully developed the first commercial NC and Servo
as a private company in Japan, has devoted itself to focusing on
factory automation. Having three businesses of FA Business, which
encompasses basic technologies, consisting of NCs (numerical controls), servos and lasers, and ROBOT Business and ROBOMACHINE
Business to which such basic technologies areapplied, contributes to the development of manufacturingindustries in Japan and overseas.
FANUC’s CNCs, servo motors, and servo amplifiers are the components of machine tools. We keep research and development sothat we can provide efficient and safety machining. FANUC’s FA
products are installed in machine tools all over the world, and are
active in various fields.

Machine tool appearance (image)

FANUC Products Indispensable for ManufacturingNow, take a look at automotive production line.
Machine tools and ROBODILLs are for parts machining. ROBOTs for
assembly, transport, and welding. ROBOSHOTs for plastic injection
molding. ROBOCUTs for cutting die and mold. Various FANUC
products are indispensable for manufacturing sites.

Heavy Payload Robot
ROBOCUT
Welding Robot
CO2Laser
Machine Tools

Collaborative
Robot

Handling Robot

ROBODRILLSCARA Robot
IoT

ROBOSHOT

Supporting Factory Automation
FANUC provides various products to support further factory automation.
We aim at improved productivity and factories that never stop by connecting all production equipment on the manufacturing site and collecting those information.
We keen to provide indispensable values throughout the world through incessant technological innovations in the field of factory automation.

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Data Section

Financial and Non-financial Highlights (Years ended March 31)
Financial Highlights（Millions of yen）

Years ended March 31

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

Net sales

450,976

729,760

623,418

536,942

726,596

635,568

508,252

551,287

733,008

851,956

EBITDA

182,528

319,524

236,673

179,747

263,794

203,006

134,263

157,616

230,317240,548

40.5

43.8

38.0

33.5

36.3

31.9

26.4

28.6

31.4

28.2

164,134

297,839

215,567

153,217229,604

163,297

88,350112,514183,240

191,359

36.4

40.8

34.6

28.5

31.6

25.7

17.4

20.4

25.0

22.5

Net income attributable to owners of parent

110,930

207,599

159,700

127,697

181,957

154,163

73,371

94,012

155,273

170,587

Capital investment

13,906

26,628113,315

83,207116,110133,106

70,47818,553

41,10153,095

Depreciation and amortization

18,394

21,685

21,106

26,53034,19039,70945,91345,10247,07749,189Research and development expenses

18,372

28,10534,56742,331

52,95656,16251,31546,94949,97051,941

Total assets

1,343,904

1,611,626

1,512,895

1,564,769

1,728,227

1,625,340

1,512,499

1,625,191

1,783,964

1,873,536

EBITDA margin（％）
Operating income
Operating income ratio（％）

Net assets

1,199,863

1,386,695

1,334,910

1,369,457

1,467,630

1,445,146

1,362,865

1,435,554

1,549,879

1,627,555

ROE（％）

9.7

16.1

11.8

9.5

12.9

10.6

5.3

6.8

10.5

10.8

ROA（％）

8.7

14.0

10.2

8.3

11.0

9.2

4.7

5.8

8.7

9.1

170.06636.62490.07395.18563.201,003.11300.00294.07

485.70535.66

30.0

60.0

60.0

60.0

60.0

126.1

78.6

60.0

60.0

60.0

Dividend (¥)
Dividend payout ratio（％）⃝EBITDA margin = EBITDA / Net sales ⃝ROE = Net income / Average shareholders’ equity⃝ROA＝Net income / Average total assets

Non-financial Highlights
Years ended March 31
Number of employees

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

5,469

5,840

6,327

6,738

7,163

7,866

8,164

8,256

8,675

9,432

Females in total workforce(FANUC CORPORATION)（％）

－

7.0

7.3

7.1

7.3

7.2

7.4

7.3

7.1

7.7

Females in management positions(FANUC CORPORATION)（％）

－

2.2

2.7

2.4

1.6

0.9

1.0

1.0

1.4

1.1

Scope1

－

6,522

7,189

7,864

14,25425,21334,87547,05952,80458,001

Scope2－

88,98280,916

95,516

112,524

108,564

91,639107,208

92,62577,296

Scope3

－

－

－

－

－

2,414,479

1,824,212

18,134,472

25,933,100

28,069,157

Greenhouse gas emissions（t-CO2)※※From 2021, the boundaries extended to include FANUC CORPORATION and its consolidated subsidiaries and the scope of products for Scope3 has expanded to cover all products.

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Capital investment/Depreciation and amortization

Research and development expenses

Number of employees(unit: Millions of yen)(unit: Millions of yen)(unit: Persons)■Capital investment■Depreciation and amortization

56,162

133,106

70,47839,709

Data Section

45,91351,31546,94949,97051,941

7,866

8,164

8,256

2020

2021

8,675

9,432

47,077 49,189
53,095
45,102
41,101

18,553

2019

2020

2021

2022

2023

2019

2020

2021

2022

2023

2019

Females in management positions (FANUC CORPORATION)

GHG emissions (Scope1+2)※

Total water used※(unit:％)(unit: t-CO2)(unit: thousand ㎥)

154,267

1.4

133,776
0.9

2019

1.0

1.0

2020

2021

1.1

2022

2023

2019

145,429

126,514

2020

2021

2022

2022

1,059

135,297

2023

880

2019

910

2020

2023

1,109

827

2021

2022

2023

※From 2021, the boundaries extended to include FANUC CORPORATION and its consolidated subsidiaries.

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Message from CEO

Supporting the Future of“Factory Automation” by
Further Developing Products,
Technology, and Production
Sites with Medium- to Longterm Goals in Mind

A keyaki (zelkova) tree
“Strict Preciseness”
Calligraphy by Yukei Teshima (1901‒1987), one of thethree great calligraphers from the Showa Period

Kenji Yamaguchi
President and CEO

fluctuations, it is important for the Company to pursue sustainable management
by earning appropriate profits as well as expanding sales, and eventually earning
stakeholders’ trust.
The basics of management nurtured by Dr. S. Inaba, who had started business as an
in-house venture of Fujitsu Limited and since then overcome a wave of management
crises, have been passed down to every corner of the organization. In fact, you canfind the basics of management as his legacy everywhere within the Company, such as
on the doors of our research laboratories. Then, as time went by, the Company grewin size. Since 2013, led by Chairman, Dr. Y. Inaba, the Company has made a shift in theway it operates by adopting more of a bottom-up approach rather than a top-down
approach. As a result, the atmosphere within the company has also changed. We will
pursue FANUC’s own unique style that fits the current era by appreciating good ideasof each and every employee.
“Genmitsu” (strict preciseness) and “Tomei” (transparency)—the basic principles
embodying FANUC’s uniqueness—are the Japanese words that sound simple but
are deep in the meaning. These two words represent our belief that a company
will last forever and be sound with strict preciseness, whereas the corruption of anorganization and downfall of a company start from a lack of transparency. What is
important here is to actually keep putting these principles into practice rather thanjust superficially understanding them. Based on the conviction that understanding thetrue meaning of things, thinking for ourselves, and making proposals toward resolving
problems are fundamental to our actions, we have been making renewed efforts toinstill these principles across the organization.

Basics of management that have lived on in the company since
it started its business
We, at FANUC, have adhered to a basic management policy of aiming to be acompany that contributes to society by maintaining appropriate profits and a strong
corporate structure without obsessing over the expansion of the scale of sales. At
our headquarters in Oshino Village, you will be welcomed by a Keyaki (zelkova)
tree drawing inspired by the spirit of the founder Dr. Seiuemon Inaba. The drawing
is a symbol of FANUC, which mirrors its corporate image— a company having therobustness of a giant with roots firmly spread in the ground. The Company will only
grow larger in size and become vulnerable to changes if it pursues only sales growth.
The industrial facilities industry, where we operate our business, is, to no small extent,
affected by cyclical fluctuations in economic growth. For FANUC to withstand such10Value Creation

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Data Section

risks, which fueled discussions inside the Company. To survive in the field of “factory
automation” in 10, 20, and 30 years’ time, we believe the Company should consider
all sorts of possibilities. In doing so, let me assure you that our foundation is strong
enough to warrant efforts to create such a new business model.
Nevertheless, our experience tells that developing products in such a new categorytakes 5 to 10 years, or even longer. We will therefore need to make preparations stepby step with a medium- to long-term goals in mind.

Steady and solid management with medium- to long-term goals
in mind
FANUC has been consistently committed to corporate management with mediumto long-term goals in mind. For instance, we plan five years ahead for an increasein production capacity, involving product development and capital investments infactories, and ten years ahead for construction of new factory buildings, involving theprocess of acquisition of land to their completion. In doing so, we explore optimum
solutions in consideration of factors, such as economic trends, order-receiving
situation, and production facilities available.
The Company has established a unique presence and competitive advantage in thefield of “factory automation”. The term “factory” here covers a wide range of facilities
from conventional factories for a manufacturing industry consisting of the machinery,electric and electronics, food, and pharmaceutical and cosmetic sectors to logistics
facilities. Recently, these factories and facilities are increasingly automated. Given thateven agricultural crops are produced at factories today, we expect that the “factory
automation” market will expand steadily going forward.
Moreover, as the “factory automation” is very wide in scope, paying too much attention
to the current three mainstay businesses of FA, ROBOT, and ROBOMACHINE could
inhibit us from getting out of the box. While all of these three businesses have been
growing strongly so far by providing competitive products to the market, we believe
we have entered a phase in which we should explore opportunities to add a new
business to these three existing ones, or create a new business in the related fields.
Outside Directors also have voiced their concern that it might not be enough tosimply pursue a certain degree of evolution in the existing businesses with limited

Record-high sales for year ended March 31, 2023
Capital investments in the automotive and other manufacturing sectors across theboard were brisk during the year ended March 31, 2023. Meanwhile, the future outlook
remained uncertain due to a number of issues, such as the impact of the shortage ofsemiconductors and other components on production activities, surging prices of raw
materials, and the drastic exchange rate fluctuations. In this business environment, theRobot applications in agriculture ─ Palletizing rolled turf

Palletizing on tractor

Image - Picking, packing, and palletizing processes utilizing robots

Approximately 15kg of rolled turf

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Data Section

Company strived to continue supplying products and providing services to our customers,
while implementing measures to contain the COVID-19 pandemic. Specifically, seeing
the shortage of components such as semiconductors as the top priority issue to beaddressed, we worked closely together, from research & development to factories andpurchasing to minimize the adverse effect by implementing all kinds of countermeasures,
including the adoption of alternative components and design changes. On top of ourefforts, our suppliers helped a great deal in solving these issues. As a result, our net
sales came in at a record high.

⃝ Announced the release of new CNC system, aiming reinforcement of FA Productrange for tackling latest market challenges, e.g. energy cost hike, labor shortage

A broad range of new products embodying FANUC’s mediumto long-term strategy⃝ Positive response for new-generation αi-D series SERVO, not only pursuing enhanced
performance and energy saving, but also contributing to downsizing and reduced wiring

FA⃝ Exhibited brand new CNC model, Series 500i-A, realizing enhanced performance andoperability in various machine tools, such as simultaneous 5-axis machines⃝ High recognitions for integrated customization tools enabling swift development of uniquefeatures

Newly released CNC system

Our medium- to long-term strategy is well reflected in our new products. We invited ourcustomers and business partners to the new products open house show held in May
2023, showcasing our initiatives and new products for the three mainstay businessesof FA, ROBOT, and ROBOMACHINE. The research and development divisions devoted
all their energy to developing new products and technologies while at the same time
putting a great deal of effort into continued supply of products amid the COVID-19 crisis.
In the field of FA, we released “FANUC Series 500i-A”, a new CNC product, and “αi-Dseries SERVO”, a new servo system. In recent years, as the environment surrounding
machine tools has changed dramatically, we are urged to address energy saving, chroniclabor shortage, generational change in highly skilled engineers, as well as the adaptionof machine tools and technologies to changes in the industrial structure. The new CNCs
and servos have been highly expected to address these needs.
In the field of ROBOT, we launched many new products and technologies, including
collaborative robots. We actually showcased how they can be used in a range of actual
applications and how they are helpful in solving issues at production sites to manycustomers who visited our new products open house show.
In the field of ROBOMACHINE, we showcased new products and technologies in all of
the following categories: ROBODRILL, ROBOSHOT, and ROBOCUT. Our customers andbusiness partners highly recognized our efforts to provide products that help reduce
environmental load with functions such as energy-saving and power consumption
visualization.

FANUC Series
500 -Aii

α -D SERVO⃝ High evaluation for easy integration of robots to machine tools, as countermeasure forlabor shortage⃝ Positive comments for proposed “Digital Twin of FANUC CNC”, enabling optimization ofmachining process by high-speed, high-precision simulation tools⃝ Presented FIELD system Basic Package, dedicated to construction of “Smart Factory”,
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ROBOT⃝ Exhibiting 15 systems of various robot applications, crowded with many visitors every day⃝ Through a hands-on demonstration of calligraphy with CRX-10iA, showing a capability of
the collaborative robot to make a copy of the hand craft⃝ Exhibiting a car front window assembling by CR-35iB, appealing the world highest 50kg
capability of collaborative robot⃝ Using the curved J2 arm and the palletizing mode function of the new M-710iD/50M,
demonstrating to approach the deep cage carts

Revision of material topics identified and promotion of sustainable
management⃝ Highly appreciated for Friction Stir Welding without the trajectory deviation by
R-2000iC/270F with High-Precision & High-Rigidity

If FANUC is to achieve sustainable growth under the basic principle of “Strict
Preciseness” and “Transparency”, it must create both social and economic value andmanage business from a longer time horizon without focusing solely on short-term
gains. Doing so will require us to solve social issues through our businesses andcontribute to realizing a sustainable society. In this light, we have revised our material
topics based on a belief that their resolution is essential for such management tobe successful. The revision this time made clearer our strengths and challenges. We
will promote sustainability management based on the material topics identified, with
the Sustainability Committee taking the lead in discussing the revision of material
topics on an ongoing basis and the Board of Directors carrying out deliberation andmonitoring.
In identifying material topics, we evaluated a range of issues in terms of theirsignificance to the FANUC Group and its stakeholders and also by taking into
account the objective opinions obtained through the hearings from external experts
and investors.

ROBOMACHINE⃝ 8x Latest Robomachines were exhibited (4x ROBODRILLs, 2x ROBOCUTs, 2x
ROBOSHOTs)

Materiality⃝ Real cutting/molding demonstrations impressed visitors with the new features
matching the latest needs of market● Responsibility to Supply: Building and maintaining long-term relationships of trustwith customers
Any interruptions in supply from FANUC directly lead to stoppages at customers’
factories. We therefore need to fulfill our responsibility for stable supply of products
to customers, thereby contributing to improving the uptime of factories aroundthe world. As a supplier of capital goods, FANUC will anticipate a wide range of
scenarios, including natural disasters and geopolitical risks faced by the Company andits suppliers. Mindful of such scenarios, we will continue to supply products in a stablemanner while paying close attention to environmental and social trends. In the year
ended March 31, 2023, we secured a sufficient level of inventory and made efforts⃝ Practical robot applications by utilizing the strength of FANUC received favorable
reviews⃝ Proposal for Environmental impact reduction by Energy saving functions andVisualization of power consumption and CO2 emission on operation monitoring
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Data Section● Development of and Engagement with Human Resources: Cultivating humanresources to lead the future of the manufacturing industry
Outstanding human resources are a key driver of corporate activities, making
them an indispensable to the sustainability and innovation of a company. Given
that human resources are of the utmost importance in ensuring growth over the
medium to long term, FANUC will strive to enhance the environment for humanresource development and further improve their motivation. We will attract andretain outstanding human resources, while seeking to forge an organizational
culture that fits our objective of cultivating and developing human resources whowill shape the future of the manufacturing industry.
Based on the conviction that the efforts to develop human resources are what
we should enhance from a medium- to long-term perspective, we have started
upgrading our training programs. In fact, on top of conventional training programs
we have provided, such as division head training, department head training,
workplace management training (for all section heads), training for new executive
employees, and young employee training, we have added mid-career employee
training, thus promoting the initiative to provide training programs covering all
our employees. Meanwhile, as a training program for human resources working
at manufacturing sites, we have introduced young technical employee training, inaddition to the existing team leader training.
Further, as efforts to create an organizational culture, in December 2022, weestablished Diversity & Inclusion Statement and Diversity & Inclusion Action Policy
and have launched diversity training for all employees. Also, one-on-one interviews
and the internal recruitment system, which are part of our career development
support initiatives, have been substantially popularized across the organization,
producing some positive outcomes. Moreover, we have continued to conduct anorganizational culture survey, the score of which has been improving year by year.
We have also launched Health and Productivity Management.
On top of these initiatives, we have held networking events between female
Outside Directors and female employees, based on a proposal of volunteers
from our employees. The events are participated by many female employees toimplement bottom-up initiatives to discuss issues of the Company

to shorten the delivery lead time to the extent possible to fulfill our responsibility
as a supplier. We believe such efforts are of the utmost importance for maintaining
relationships of trust with customers.
● Customer-Oriented Advanced Technologies: Anticipating and creating customer needs
FANUC will quickly grasp customer needs by rigorously pursuing a customeroriented approach. Through the development and popularization of advanced
technologies, we develop products that anticipate customer needs and changes of
the times. By doing so, we will contribute to shaping the future of the manufacturingindustry as well as continuously improving customer satisfaction. To this end, we
have continued to develop products with the time horizon of five years or beyondin mind, aiming to create customer-oriented advanced technologies.
● Climate Change: Contributing to climate change mitigation
Greenhouse gas (GHG) emissions associated with the use of our products at
customers’ factories far outweigh such emissions resulting from FANUC’s businessactivities. Given that the need for energy-saving products is increasing both
among customers and in society, we will accelerate the development of products
contributing to efforts in relation to carbon neutrality and curb the energy
consumption of factories around the world by delivering highly energy-efficient
products arising from innovation.
To reduce Scope 1 and 2 emissions, we have implemented measures, such as setting
up solar panels on the roofs of factories and procuring green electricity. To reduce
Scope 3 emissions, we will develop and launch energy-saving products in a timely
manner to practically achieve carbon neutrality, such as the standard model of
αi-D series SERVO released in May 2023, which has brought benefits such as 10%
reduction in the loss of energy. We recognize the increasing need for reducing
GHG emissions as a business opportunity for us, we plan to proactively deliver
new products and new functions.
● High Level of Reliability and Safety of Products: Maximizing uptime in customers’ sites
FANUC’s product development is centered on the principle of “Reliable,
Predictable, Easy to Repair.” We believe the high level of reliability realized by the
durability of such products helps improve productivity at factories, thereby raising
the competitiveness of our customers’ businesses. “Service First” is a basic policy
followed by the FANUC Group. Through “Service First,” the Group provides highlevel maintenance service in line with FANUC’s global standards anywhere in theworld, as well as “Lifetime Maintenance” of FANUC products for as long as they areused by customers. Through these efforts, we have focused on maximizing uptimeof our customers’ factories. In addition, we have placed emphasis on protecting
those operating our products from physical hazards as well as from cyberattacks.

Strengthening of governance system
At the Ordinary General Meeting of Shareholders held in June 2023, Senior Managing
Officer and CFO Ryuji Sasuga and Ms. Yoko Takeda were newly elected as Director
and Outside Director, respectively. With the addition of these two Directors to theexisting Board members, we aim to strengthen the supervising function in financeand accounting, raise the proportion of female members in the Board, and enhancediversity. We will make steady progress to strengthen our governance system.

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Value Creation

ProfileTo our stakeholders
The shortage of components worldwide in the wake of the COVID-19 crisis has hada significant impact on FANUC for a long time. In this environment, we have strived
to operate our business with a view to fulfilling our responsibility to supply products
and ensuring the provision of services to customers as our top priorities. One of ourunique advantages is that our location enables research and development teams
to work in tandem with factories. Drawing on this advantage, we have managed tosurvive a wave of changes in the business environment, specifically by tackling thedifficulty procuring components due to global parts shortage, and with a significant
help from suppliers.
It is also true that there were many cases we kept our customers waiting for long untildelivery. However, the headquarters as well as the sales teams of overseas affiliates,
made every effort to communicate closely with our customers. We appreciate theunderstanding and cooperation of many of our customers, although we do not at all
think we were able to fully satisfy them. At present, the procurement and delivery
schedule of components are getting back to normal, helped in part by our suppliers.
In the year ending March 31, 2024, we are concerned about the slowdown of
economy and the prolongation of the impact caused by the adjustment of inventory
which has built up since the year ended March 31, 2023. We, however, believe thatthese are just part of a temporary correction phase, and that investments in factory
automation will further expand over the medium to long term.
Even in the face of the COVID-19 crisis, the Company has devoted all its efforts
to developing new products and technologies with medium- to long-term goals in
mind. As a result, we showcased many new products and technologies at the new
products open house show held in May 2023. In the years ahead, we will work as
one to develop such new products and technologies. In this increasingly opaque andunstable world, adhering strictly to the basics of management passed down to us
from the founder, we will continue to create products and technologies needed bycustomers to contribute to society and enhance our corporate value, with a focus onfactory automation.
We hope all of you stakeholders expect that we make a further leap forward, andappreciate your continued support and cooperation.

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Value Creation Process
Development of
the manufacturingindustry and solutionof social issues.

In 1955, a project team for control was established at Fuji Tsushinki Manufacturing Co., Ltd.. And the following year 1956, we
succeeded in the development of NCs (Numerical Controls) and SERVO mechanism for the first time in the Japanese private
sector. Since then FANUC has been consistently pursuing the automation of factories. We will create economic value and social value by advancing the automation and robotization of our customersʼ factories through constant technological innovation and contributing to the solution of social and environmental issues in the manufacturing industry around the world.

INPUT

OUTPUT

P.17

Financial capital

Manufacturing capital

Contribution to the
Resolutions of Social Issues

Value Creation for Society
Energy Saving & Carbon Neutrality… Major products and services

Reducing GHG
EmissionsFA⃝CNC⃝Servos⃝Lasers“Genmitsu “Tomei(Strict Preciseness)” (Transparency)”

Reducing Power
Consumption

Utilizing Green
EnergySocial issues

SDGs

Intellectual capital

ROBOT

Business activities
FA Business

ROBOT Business

ROBOMACHINE
Business

Service Business⃝RobotProviding Solutions to Improve Working Conditions,
Increase Productivity, and Waste Reduction

Human capital
Materiality
Social capital

Responsibility toSupplyCustomer-Oriented
Advanced Technologies

Climate ChangeHigh Level of Reliability
and Safety of Products

Sustainable growth
ROBOMACHINE⃝ROBODRILL⃝ROBOSHOT⃝ROBOCUT

Development of and Engagementwith Human Resources

Natural capital

ESG Initiatives

Increase in Capital

16

Enhance Corporate Value
Net sales

852.0 Billions of yen

Operating income ratio

22.5%

Ordinary income ratio

27.2%

ROE

10.8%

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The Source of Value Creation
Management capital

Financial capital

Manufacturing capitalIntellectual capital

Human capital

INPUT

Characteristics & Initiatives

18,735billion
Operating income･･････････････ 1,913billion

Total assets･･････････････････⃝Soundness of financial foundations⃝Stable income foundations for ensuring on-going profit in spite of
economic fluctuations and changes in companies’ willingness in capital
investment

Book value of key equipment･･･

3,942billion
Capital investment･･･････････････ 53.1billion⃝Centralized production in Japan of standardized products (Headquarters
area, Tsukuba Factory, Mibu Factory, Hayato Factory)

Number of patents granted
in Japan and overseas･･････････････⃝By narrowing down to our area of expertise, which is factory automation,
and aggressively investing in R&D in this area, products which are highly
competitive are developed and released

12,475R&D expenses･･･････････････････ 51.9billion
9,432
18.1％
% of foreign directors･････････････ 9.1％
% of females in executive employees････ 3.3％

⃝More than 30% of employees to be engineers

Number of consolidated Employees･･････⃝Creating a more fulfilling workplace(FANUC CORPORATION) % of female directors･･･････････⃝Further improvement of employees’ motivation

Global service network270
covering countries･･･････････ more･than･100

Social capital

service offices････････････････ more･than･

Natural capital

GHG emissions (Scope1+2)･･････

135kt-CO2

17⃝Investment to employ necessary people and educate employees⃝Health and productivity management⃝Building and maintaining long-term relationships of trust with customers⃝High level maintenance service in line with FANUC’s global standards⃝Reduced energy consumption through solar power generation⃝Energy saving of products

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Business Overview and Financial Summary (Year ended March 31)
F A ─ FA Business ─Business
Overview
Products CNCs, Servos, Lasers

Strength

FANUCʼs basic technology
Top-level global market share of CNCs (FANUC estimate)

The FA Business is the origin of FANUC and its basic technology. FANUC is the firstprivate-sector company in Japan to have developed Numerical Control (NC) and servo
technologies that control machine tools using numerical information. Until then, highly
skilled engineers, who have acquired know-how through many years of training, wereindispensable for high-precision processing by machine tools. FANUC made it possible
to complement skilled engineers’ skills with NCs and servos. Computercontrolled NCs(CNCs) and servos further made it possible to process complex shapes and produce
varied items efficiently. Currently, FANUC offers CNCs and servos covering a broad range
from simple machine tools to composite machining equipment with complex configurations
to industrial machinery. Further, demand for introduction of robots in machine tools isincreasing at machining sites, with an aim to automate processes or labor saving. Believing
improved compatibility between machine tools and robots is important, FANUC isdeveloping the functions to enhance it.

Financial
Summary

Sales of FA Business (Millions of yen)In the FA Division, overall demand from the machine tool industry, the primary market for CNC
systems, remained very strong with the exception of China. Demand in China remained at the level
similar to those in the previous fiscal year. Sales of our CNC systems increased compared with theprevious fiscal year.
The FA Division posted consolidated sales totaling ¥250,113 million, up 10.6%, compared with theprevious fiscal year, and FA Division sales accounted for 29.4% of consolidated net sales.

250,113211,088
143,247 149,240

2019

18

226,165

2020

2021

2022
2023
(Year ended March 31)

Data Section

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ROBOT ─ ROBOT Business ─Business
Overview
Products Robots

Strength

Products applied with CNCs and servos, FANUCʼs basic products
Top-level global market shares (FANUC estimate)

FANUC targets industrial robots. We concentrate on helping customers automate or robotize
their factories and contributing to improved productivity.
Our industrial robots, which include types for welding, material handling (transportation ofarticles), assembly, and painting, according to application, are used in wide-ranging industries,
including automotive, electronic parts, logistics, food, pharmaceuticals, and cosmetics.
FANUC’s industrial robots are general-purpose robots and used in many industry sectors.

Financial
Summary
In the ROBOT Division, sales increased significantly in China, compared with the previous fiscal year
due to very strong demand, mainly for EVs, logistics and renewable energy-related industries.
Demand in the United States was very strong for general industries and for the automobile industry
with EV-related demand. Demand for general industries also remained very strong in Europe, resulting
in sales increasing significantly across the two regions. In Japan, sales increased due to strong
demand in the latter half of the period, mainly for general industries.
The ROBOT Division posted consolidated sales totaling ¥356,984 million, up 33.0%, compared withthe previous fiscal year. ROBOT Division sales accounted for 41.9% of consolidated net sales.

Sales of ROBOT Business (Millions of yen)
356,984

268,478
217,526201919

202,491 210,024

2020

2021

2022
2023
(Year ended March 31)

Data Section

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Data Section

ROBOMACHINE ─ ROBOMACHINE Business ─Business
Overview
ROBODRILLs (compact machining centers)

Products ROBOSHOTs (electric injection molding machines)
ROBOCUTs (wire electrical-discharge machines)

Strength

Products applied with CNCs and servos, FANUCʼs basic productsHigh performance, high operating rate, easy to use
Top-level global market share of ROBODRILLs (compact machining centers) (FANUC estimate)
Top-level global market share of ROBOSHOTs (electric injection molding machines) (FANUC estimate)

Products of the ROBOMACHINE Business are comprised of machine tools or industrial machineryinstalled with FANUC’s CNCs and Servos. They are used for production in factories of customers.
They are all highly compatible with FANUC Robots. Factory automation is enhanced through the
combination of ROBOMACHINEs and Robots. Customers can improve quality of their products andshorten the time it takes for machining by using FANUC’s highly reliable, high-performance
ROBOMACHINE products. The products will contribute to improved productivity of customers’
factories. Furthermore, a function to monitor the operational status of the entire factory in real time
will enable designing of more precise production plans and improvement in operating rate
(ROBODRILL-LINKi, ROBOSHOT-LINKi, and ROBOCUT-LINKi).
ROBOSHOTs and ROBODRILLs became eligible for a subsidy for business expenses supporting
promotion of advanced energy-saving investments, allocated in the FY2022 supplementary budgets
in recognition of their energy-saving potential. Furthermore, ROBODRILLs and ROBOSHOTs are
eligible for a subsidy in the FY202 2 for ESG lease promotion business for the establishment of adecarbonized society.

Sales of ROBOMACHINE Business (Millions of yen)

Financial
Summary

144,633
115,056

In the Robomachine Division, sales of ROBODRILLs decreased, compared with the previous fiscal year due to a lullin demand in the personal computer, tablet, and smartphone markets, which had been very strong. ROBOSHOTs
maintained the same level of sales as the previous fiscal year due to strong demand from IT-related and medical
markets. Sales of ROBOCUTs increased due to strong demand from automobile component and medical markets.
The ROBOMACHINE Division posted consolidated sales totaling ¥132,788 million, down 8.2%, compared withthe previous fiscal year. ROBOMACHINE Division sales accounted for 15.6% of consolidated net sales.

74,912

201920

132,788

114,518

2020

2021

2022
2023
(Year ended March 31)

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FANUCʼ
s Approach to Sustainability
Two Perspectives on Sustainability
Sustainability Basic Policy

1 － Energy Saving & Carbon Neutrality

The FANUC Group will continue to provide indispensable values throughout the world in
the field of factory automation through unceasingly creating technical innovations, abiding by our basic principles of “Genmitsu (Strict
Preciseness)” and “Tomei (Transparency).”

Reducing GHG Emissions

Reducing Power Consumption

Utilizing Green Energy

2 － SDGs

Our goals are to enhance our value as a company and to contribute to building a sustainable society.

Providing Solutions to Improve Working Conditions, Increase Productivity, and Waste Reduction

FANUC’s Initiatives for Sustainability
Promote Various Initiatives to Achieve Carbon Neutrality
Support User’s SDGs through Business Activities and Product Functions

Sustainability Promotion Framework
At the “ Sustainabilit y Commit tee”
This mark consisting of a “tree leaf” and an “infinity” symbol

chaired by the Representative Director,

society by overcoming environmental and social challenges

decisions on important policies andrepresents FANUC’s commitment to creating a sustainable

President, we will deliberate and makethrough unceasingly creating technological innovations.

measures related to sustainability, andreport to the Board of Directors.

21

Board of Directors
MonitorReports

Sustainability Committee- Committee Chairman: Representative Director, President- Administrative office: Public Relations & Shareholder
Relations Department

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Initiatives in FA BusinessIn FA Business, we provide CNCs, servo motors, and servo amplifiers which are used in machinery including machine tools and industrial machinery. Our brand new CNC
model, Series 500i-A, αi-D series SERVO, and αi-D series SERVO AMPLIFIER contribute to customers’ reduction of total power consumption by realizing high machining
performance, precision, and reliability while saving more energy through the application of the newest technologies.

Reduction of Energy Consumption Related to Machining
Reduces energy consumption in CNC system.
⃝ Motors optimally designed to conserve energy⃝ Motor loss reduction by high-speed current control⃝ Amplifier loss reduction through the application of low-loss power
elements (loss reduction has been achieved continuously since the pastand is currently up to 35% less than in 1995)⃝ Power source regeneration returns deceleration energy to the power
supply for effective use (35% reduction compared to the resistanceregeneration method in our example)

Reduction of Energy Consumption Related to Operating Time
⃝ Control technology for cycle time reduction reduces operating time of auxiliary equipment, etc.
Drilling and tapping processes are sped up
through the optimization of machining paths
Cycle time reduction through speed control
that optimizes cutting loadHandling of the latest machining tools andtechnologies, such as turning through a reciprocating motion
Improved efficiency of peripheral device operation, etc., through faster sequence control⃝ Shortening cycle time by improving the motor’s accelerating performance⃝ AI thermal displacement compensation using machine learning
corrects thermal displacement
immediately after machine power-on. Reduces warm-up time andpower consumption. (In the example right, warm-up time is reduced to 1/6.)

High speed drilling andtapping

Reduction of warm-up timeStandard
With AI thermal displacement compensation

Tolerance

Accuarcy
5min ※
30min ※

Reduce warm-up timeStandard warm-up time

*Reduction of warm-up time

Reduction of Energy Consumption in Whole Machining Process⃝ Displays supplied power and power recovered by power regeneration in real time on the power consumption monitor⃝ Provides an energy saving level selection function that allows selection of operation settings that prioritize machining time or power consumption, enabling confirmation of power consumption and machining time. Level can be set by confirming the power consumption amount and machining time on the CNC screen⃝ Visualizes operation status and power consumption through MT-LINKi and supports optimization of machine operation⃝ Reduces power consumption during trial machining by utilizing machining simulation to reduce trial machining

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Initiatives in ROBOT Business
Energy Saving and Carbon Neutrality⃝Reduce and visualize power consumption throughenergy-saving functions such as power regeneration, weight reduction, etc.
⃝Disperse peak power by night operation using robots
SupportEasy to Use⃝Robots developed in pursuit of ease of use
・ Collaborative robots that can be used safely
without fences
・ Intuitive UI・ Easy-to-use application functions
・ PC simulation that simplifies system integration
・ Easy connection with machine tools

EnergySaving⃝CO 2 emissions are reduced by reduction of power
consumption, and of exhaust gas during transportation due to reduced weight.
⃝Ratio of renewable energy is improved by reductionof demand for thermal power generation throughpower dispersion.
⃝Resource efficiency in production is improved.

Support⃝ Automation of manual-labor-based production sites⃝ Mastering of robot operation by more people⃝ Introduction of robots into more production sites

Protect Employment and Factories

Safety and Release from Dangerous, Dirty, Difficult Tasks⃝Maintain and improve productivity by high performance and collaborative robots⃝ Improve operating rates
・ Reliable
・ Predictable
・ Easy to Repair⃝Alternative means to do dangerous, dirty, diﬃcult,or monotonous tasks⃝Certified safe design
Contact stop safety function and design of collaborative robots
Position and speed monitoring function etc.
based on redundant design

SupportSupport⃝ Employment and factories are protected throughsolution of labor shortage and productivity improvement by robots.

⃝ People can have a more productive and decent workin comfortable, safe, and secure environment by leaving dangerous, dirty, difficult, or monotonous tasks torobots.

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Initiatives in ROBOMACHINE Business
ROBODRILL Initiatives

ROBOSHOT Initiatives

ROBOCUT Initiatives⃝ Improved productivity
High machining performance … Reduces cycle
time with a unique fixed cycle that ensuressmooth and lean operation.
High operating rate … ROBODRILL-LINKi collects
and visualizes operating information, contributing
to improved operating rate and work efficiency.
Ease of use … Utilization of dedicated G-code
significantly reduces programming time.

⃝ Improved productivity
High molding performance … Simultaneous operation reduces cycle time.
High operating rate … ROBOSHOT-LINKi2 can beused to analyze the operating rate and examine
ways to improve it.
Ease of use … Outstanding operability achievedby a large screen display unit.

⃝ Improved productivity
High machining performance … High-speed machining conditions improve machining speed.
High operating rate … Operating rate is improvedby high wire connection rate with AWF3 automatic wire connection.
Ease of use … Guidance function prevents operation errors and supports lean operation.

⃝ Power consumption reduction
Power source regeneration … Motor regenerative energy is returned to the power supply forreuse.
Heat insulation cover for the barrel … Suppresses heat dissipation from the heater and reduces
power consumption.
Supports energy-saving activities by visualizing
power consumption.

⃝ Power consumption reduction
Discharge power regeneration … Energy stored
in the feed cable when generating discharge
pulses is regenerated and reused in the DC power supply of the discharger.
Sleep mode … Minimizes power consumption
during standby to reduce unnecessary power
consumption.
Power consumption monitor … Visualizes power
consumption to support energy-saving activities.
ROBOCUT- LIN K i enables one -stop remotemonitoring of power consumption by more than
one ROBOCUT.

⃝ Power consumption reduction
Power source regeneration … Motor regenerative
energy is returned to the power supply for reuse.
Energy saving functions … Various energy saving
functions minimize power consumption during
standby.
Power consumption monitor … Supports energysaving activities by visualizing power consumption.
Possible to and can be centrally monitor it with
ROBODRILL-LINKi.
⃝ Waste reduction
Rechargeable battery unit … Reduces disposal of
backup batteries, making the machine maintenance free.
Longer spindle life … Environmental resistancehas been improved by adding air purge to therear side of the spindle.
Longer life of each motor cover … Pantographmechanism has been adopted and cushion
rubber wiper reinforced to improve durability.

⃝ Support for environmentally friendly resins
Recycled resins … The deep groove of theplasticizing screw and precision metering control
enable stable measurement of recycled resin(crushed material).
Biomass resin … Molding of biomass-derived resin contributes to carbon neutrality.

24⃝ Longer life of expendable parts
Longer life of filter … Filter life is extended
through flow control.
Extended electrode pin life … Contact pressure
between wire and electrode pin is increased tosuppress wear caused by electrical discharge,
extending the life of the electrode pin.
ROBOCUT-LINK i … The usage of expendable
parts can be monitored remotely.

Sustainability

Special Feature

ProfileIntroduction of FANUC Factory

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Data Section

─ Machining Factory No. 5

The newest machining factory
Machining Factory No. 5 located in the headquarters
area at the foot of Mount Fuji in Yamanashi Prefecture, is the newest machining factory and it has beenmachining parts for Robots and Robomachines sinceApril 2019. The factory has eight sets of FANUC Robot Cells, each of which consists of an automatedwarehouse, machine tools, and robots, and performs
long-term continuous unmanned operation. In thisnewest machining factory, automation is moreadvanced than in the older machining factories.
In the conventional automatic setup system of a
FANUC Robot Cell, a robot would pick up workpieces
of various sizes with a servo gripper, and vision sensors would measure their positions to enable correct mounting of the workpieces to the fixtures.
However, chip removal after machining was heavily
dependent on manual work; in particular, for workpieces with complex internal structures, such as robot parts, chip removal took time.
In the latest automatic setup system, a washingbooth has been provided inside the system, so that
now a robot picks up a workpiece and changes theworkpiece orientation inside the washing booth toperform chip removal. The robot also has a gripper
equipped with a vacuum function. With this function, places where chips and coolant accumulate on
the workpieces are vacuumed. In addition, anotherproblem that accompanies long-term unmanned operations is the disposal of chips coming from machine tools. Up to now, manual work using a manned
forklift was necessary to replace a bucket filled withchips with an empty bucket. In this factory, the chipbucket replacement has been automated using
AGVs that supply materials to the ROBOT Cells andcarry out machined parts. For the robot deburring
system, the conventional system consisting of two
small robots that performed deburring has beenchanged to a system consisting of one large robot
holding the workpiece and one small robot doing
the deburring. Having a large robot hold the

Washing by a robot by dipping in water

Grip-type robot deburring cell

Tool information

AGV battery voltage

workpiece and allowing the workpiece orientation
to be freely changed has expanded the application
range of deburring using robots. For the inspection
process, automation of image inspection of scratches and porosity, and tap inspection for machinedand deburred parts are being promoted.
Factory monitoring consisting of prediction of defects and intermittent stopping of robot systems iscarried out by monitoring the operation of machine25

tools, robot systems and progress of machining, as
well as by visualizing the measurement data of
CMM (Coordinate Measuring Machine) and various
kinds of robot data. In addition, parameters such as
the amount of mist that is a cause of deteriorationof the factory environment, tool information (remaining tool life, etc.) that affects factory operation, coolant concentration, and battery levels of AGVs aremonitored.

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Dialogue with Stakeholders
Stakeholders

Customers

Communication method

Frequency

Content

Sales representatives

As needed

Collect and provide feedback on demands and requests to FANUC. In addition, give customers tours offactories to enhance their understanding about new products and development schemes.

ServiceAs needed

More than 2,300 service personnel and support staff members around the world provide telephone support,
onsite customer support, and maintenance parts management.

Membership website

As needed

Answer customer inquiries by email and chatbot. In addition, customers can purchase maintenance parts
thorough our membership website.

New products open
house show

Every year

Invite customers and introduce our latest products. Cancelled our new products open house show in 2020 and
2021 due to the COVID-19 pandemic, but in 2022 it was conducted under adequate infection prevention
measures.

Exhibitions

As needed

Exhibit at trade shows in Japan and abroad to introduce our latest products.

ESG rating

As needed

Answer questionnaire for EcoVadis, CDP etc.

Labor union

At least
twice amonth

Hold discussions, negotiations, and exchanges of opinions through regular monthly meetings and committees,
quarterly meetings, and labor-management negotiations.
Conducted these activities online in 2022 due to the COVID-19 pandemic, as in the previous year.

Organizational culture
survery

Every year

We conduct an “organizational culture survey” to ascertain employees’ awareness. Each organization uses theresults of the survey to identify organizational issues and implements countermeasures in a PDCA cycle toconsistently improve the workplace environment and enhance employee job satisfaction.

General meeting ofshareholders

Annually

Report on business reports, consolidated and non-consolidated financial statements, and audit results, anddeliberate and make resolutions on matters to be resolved after Q&A.

Financial results briefing

Quarterly

Hold briefings and telephone conferences on the contents of financial results and business forecasts, as well as
engage in Q&A sessions.

Individual dialogues withinstitutional shareholders

As needed

Explain FANUC’s initiatives and governance, and exchange opinions.

ESG disclosure

As needed

Publicize ESG activities, as needed.

Coexistence with
communities

As needed

Contribute to the revitalization of the local economy through tax payments, job creation, and having businesses
with local companies.

FA Foundation

As neededAward prizes to recognize research results on factory automation (FA) and industrial robot technology.

Economic and industry
associations

As needed

Participate in the planning and implementation of various initiatives by organizations.

Public-private joint
projects

As needed

Participate in various public-private joint projects and promote technical exchanges.

Employees

Shareholders

Communities

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Targets and Initiatives to Achieve Carbon Neutrality
Responses to Climate Change
To achieve carbon neutrality, FANUC has set mid-term and long-term targets for reducing greenhouse gas (GHG) emissions and is promoting efforts to achieve them.

Targets for reducing GHG emissions
FY2050 Target

Scope 1, 2 ： Carbon neutral by FY2050

FY2030 Target

Scope 1, 2 ： 42% reduction by FY2030 (in comparison with FY2020)
Scope 3 ： 12.3% reduction of emissions due to the use of sold products (category 11) by FY2030(in comparison with FY2020).

FANUC’s GHG emissions reduction targets have been certified by the SBT initiative

FY2030 targets are certified by the SBT (Science Based Targets) initiative.
Regarding Scope 1 and 2, part of the power consumed in the FANUC Headquarters’ area, Mibu factories and Tsukuba factories will berenewable electricity, and other sites will also switch to using renewable electricity in the near future. Furthermore, solar panels will
be set up, and measures to save energy will be further accelerated to reduce GHG emissions resulting from our business activities.

FANUC Headquarters (Panoramic view)

FANUC Headquarters (Reliability Evaluation Building)

Mibu Factories

Regarding Category 11 (Use of sold products) of Scope 3, FANUC will contribute to reducing the emissions by enhancing of energy saving features of FA, ROBOT and
ROBOMACHINE products.

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Initiatives for TCFD Recommendations
Disclosure in Accordance with TCFD Recommendations
Since the adoption at COP21 (21st Conference of the Parties to the United Nations Framework Convention on Climate Change) of the Paris Agreement, movement towards a de-carbonized society is spreading. FANUC Group with its business activities expanding around the world promotes these initiatives as
we recognize climate change as a critical business challenge.
In the meantime, FANUC expressed its support for the Task-Force on Climate-related Financial Disclosures and its recommendations (hereafter, TCFD recommendations) in December 2021.
Further, we would like to utilize the framework of TCFD recommendations, and continue enhancing thequality and amount of disclosures to promote climate change initiatives still further, and contribute toachieving a sustainable society.

Governance
FANUC recognizes climate change as a critical business challenge.
At the “Sustainability Committee” chaired by the Representative Director, President, we will deliberate andmake decisions on important policies and measures related to climate change, and report to the Board of Directors. Based on the reported content, the Board of Directors will supervise to check whether identificationof risks and opportunities, and measures related to climate change are promoted appropriately.

Board of Directors
MonitorReports

Sustainability Committee- Committee Chairman: Representative Director, President- Administrative office: Public Relations & Shareholder
Relations Department

Strategy
Among these, we identified the following risks that will have a significant impact on
the businesses: “Increase in costs due to introduction of carbon tax,” “Increase incosts due to the rise in raw material prices,” and “Decrease in demand for a part of
FANUC products due to the consumer behavior change and shift to EV⁄ FCV”. We
also identified the following opportunities: “Increase in demands for FANUC products due to energy saving and robotization,” and “Increase in demands for FANUC
products due to the shift to EV⁄ FCV”.

FANUC conducted a scenario analysis targeting mid-term (2030) and long-term (2050)
with a 1.5°
C scenario, 2°
C scenario, and 4°
C scenario on the FA Business, Robot Business, and Robomachine Business to identify the risks and opportunities related to climate change, and to check how these will impact FANUC Group businesses.
Regarding the scenario analysis, we referred to IEA NZE, IPCC RCP1.9, etc., for 1.5°C,
IEA SDS, IPCC RCP2.6, etc., for 2°
C, and IEA STEPS, IPCC RCP8.5, etc., for 4°
C. For eachscenario, we identified the risks and opportunities related to climate change, andquantitatively and qualitatively examined and evaluated the impact on the business.

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ProfileIndentified risks and opportunities

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Responses to identified risks and opportunities⃝Introduction of carbon taxes will increase costs.
Transition risks

Physical risks⃝The rise in raw material prices will increase costs.
⃝Consumer behavior change and shift to EV/FCV will decrease demand for a part of FANUC products.

⃝Increasing severity of natural disasters will damage production sites, etc., and as this negatively impacts production. recovery costs will increase.

⃝Energy saving/robotization will increase demand for FANUC
products.
Opportunities⃝The shift to EV/FCV will increase demand for FANUC products.

⃝Set up mid-to long-term goals for reducing greenhousegas (GHG) emissions, and promote energy saving andintroduction of renewable energy, etc., in business activities to reduce GHG emissions.
⃝Promote the support of business continuity plan (BCP)(Multiple production sites and suppliers,etc.)⃝Promote the development of products that contributeto customers’ energy saving/robotization, and that meetthe demand from the shift to EV/FCV.
⃝Promote the development of products that can maintain high performance and high reliability under harsh
operating and transportation environments.

⃝Demand for FANUC products capable of working underharsh operating and transportation environments will increase
due to the influence of rising average temperature.

In the 1.5°
C and 2°C scenario, the world is expected to undergo major socialchanges as it transitions to decarbonization. There is a possibility for costs to increase due to the introduction of carbon taxes and rise in raw material prices, but
we believe that we can expand the FA Business, Robot Business, and Robomachine
Business as energy saving/robotization, and the shift to EV/FCV will expand. The 4°
C scenario does not promote low carbonization, and increasing severity of natural
disasters will be expected due to climate change, such as increases in average temperature. This creates a potential increase in recovery costs as production sites, etc.,

will be damaged, having a negative impact on production. For these reasons, wewill continue to promote the support of our business continuity plan (BCP), and deal
with physical risks.
The findings of the scenario analysis on FA Business, Robot Business and Robomachine Business rated these businesses as highly resilient in all scenarios used for the
analysis. We will further promote initiatives in order to meet the challenges of identified risks and realize these opportunities in the future.

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Roadmap to Carbon Neutrality
FANUC has set a mid-term goal (certified by the SBT Initiative) to reduce its Scope 1,2 emissions by 42% from FY2020 level by 2030, and is promoting efforts to achieve this goal.
Toward this goal, we plan to install solar panels and purchase renewable electricity, and expect to invest approximately 9 billion yen. (Amounts are subject to uncertainties
and assumptions and may differ from actual results.)
2020

154
[Mid-term target][Long-term target]● Compared to FY2020-42%（Scope 1,2）

● Carbon neutral by FY2050[Completed]kt-CO2/year● Installation of solar
panels● Purchase ofenvironmental value❶Renewableenergy source

Installation of solar panels❷Environmental
value

Renewable energy plan

2040

2050

[Planned]

89[Consideration]● Installation of solar panels❸Virtual PPA

Consideration❹Self
consignment

Consideration❺Oﬀ-site PPAConsideration● Purchase of environmental value[Consideration]● Virtual PPA● Virtual PPA● Self consignment
Oﬀ-site PPA● Self consignment
Oﬀ-site PPA● Consider new
technologies(e.g. hydrogen)● Consider new technologies(e.g. hydrogen)

2020

2030

CarbonNeutrality❻New
technologies（Hydrogen,
CCUS .etc）

2030

2050

Follow Technology Trends：Planned measures：Measures to be considered

Risk Management
To address risks that may hinder the continuity of our business, the enhancement of our corporate value, or the sustainable development of our corporate activities, FANUC
has established a Risk Management Committee and risk management policies, and we are conducting appropriate risk management under the supervision of the Board of Directors. The risks of climate change will also be placed in the rules, and managed.

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Metrics and Targets
The FANUC Group’s greenhouse gas (GHG) emissions (Scope 1, 2 and 3 Category11) targets and results are as follows:⃝Scope1⃝Scope258kt-CO2

Unit：kt-CO2

77kt-CO2⃝Purchased goods and services⃝Capital goods
End of life treatment ofsold products
2kt-CO2 ⃝FY2022 Results(In comparison
with FY2020)

2030 Targets(In comparison
with FY2020)

2050 Targets

Scope 1and 2

154

135 (－12.3%)

－42%

Zero

Scope 3Category 11

16,66825,534 (+53.2%)－12.3%

ー

117kt-CO2⃝Fuel and energy-related activities(not included in Scope 1 and 2) 32kt-CO2⃝Upstream transportation anddistribution 152kt-CO2⃝Waste generated in operations 4kt-CO2⃝Business travel

FY2020 Results(Standard Year)2,222kt-CO2

1.5kt-CO2⃝Employee commuting

4kt-CO2FANUC has set up a long-term target of reducing GHG emissions from the business activities of FANUC Group (Scope 1, 2) to zero by FY2050. To achieve this long-term target, wehave set a mid-term target of 42% reduction of the same emissions by FY2030 (in compar-

28,204kt-CO2(FY2022)ison with FY2020). Regarding Scope 3, we aim for 12.3% reduction of emissions due to theuse of sold products (Category 11) by FY2030 (in comparison with FY2020). These midterm targets are certified by the SBT (Science Based Targets) initiative.
Scope 1 and 2 for FY2022 were 12.3% lower than the base year.
The main reason is that a part of the electricity used in the Headquarters area, the Mibu

Use of sold products
25,534kt-CO2

Factories, Tsukuba Factories, etc. was switched to electricity derived from renewable energy sources. Solar panels are being installed in the Headquarters area and Mibu area,
which is expected to further reduce emissions in FY2023 and beyond.
In FY2022, emissions due to the use of sold products for Scope 3 (Category 11) were
53.2% higher than the base year. This was mainly due to a significant increase in the salesof our products. We will continue to aim for emission reductions by further improving theenergy saving performance of our FA, ROBOT, and ROBOMACHINE products.

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Enhancing Employee Engagement
Creating a Fulfilling Workplace
Basic Approach
A work environment in which each employee can develop a career vision based on the values they cherish and continue to grow to fulfill that vision is necessary to improve the job
satisfaction of our employees.
As a mechanism for this purpose, we are currently working to create opportunities for dialogue within the workplace to support individual career development and growth throughthe implementation of rank-specific trainings, and we have also introduced an internal recruitment system to match departments that recruit personnel with employees who plan toachieve their career goals.
In addition, we are continuously engaged in efforts to improve organizational issues to create a fulfilling workplace through the implementation of a yearly organizational culture survey.

Initiatives■ Career Development Support■ Internal Recruitment

We are working to create opportunities for dialogue
between supervisors and subordinates through training
programs in order to support the career development ofeach one of our employees. We provide training forsupervisors to improve their management and leadershipskills, conveying the importance of supporting the growthof their subordinates through interactive dialogue, as wellas to acquire skills and knowledge that can be utilized indialogue situations with subordinates. For subordinates,
we provide “young employee training” to implement
growth plans based on values they cherish as well as“mid - career employee training” to pursue areas of
specialization as professionals, creating a mechanism forthem to share their respective career visions with theirsupervisors and receive support from them.

We conduct internal recruitment where departments in need of
new human resources clarify the requirements they are seeking andrecruit personnel internally. With this system in place, employees
are encouraged to take on new challenges to achieve their own
career goals, thereby revitalizing the organization and enhancing
individual motivation.

■ Organizational Culture Survey
Every year, we conduct an “organizational culture survey” toascertain employees’ awareness. Each organization uses the resultsof the survey to identify organizational issues and implements
countermeasures in a PDCA cycle to consistently improve theworkplace environment and enhance employee job satisfaction.

Department head training

Factory Tours for Employees’ Families
FANUC hosts factory tours for children of FANUC employees who are at elementary school
sixth grade level and their families. The purpose of these tours is to encourage children tolearn about the jobs that their parents do through their visit to parents’ workplaces and to encourage them to take more of an interest in manufacturing, the sciences, and technology.
We have been hosting such tours at our headquarters since fiscal 2014 and also at the Tsukuba and Mibu factories since fiscal 2022. In fiscal 2022, in addition to the usual sixth grade elementary school students, we also included first and second grade junior high school students
who had been unable to attend in the preceding years due to postponement of the tours as aresult of COVID-19, bringing the total number of attendants up to 213. From fiscal 2023, thetours will be held twice a year, allowing for greater flexibility in when the family members
chose to attend.

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Development and Training of Employees
Basic Approach
FANUC supports the growth of our employees in considering them as human capital who are indispensable for FANUC’s business activities and who enhance the company’svalue.
In order to realize sustainable growth as a company in the future, we believe it is necessary to provide employees with opportunities to deepen their understanding of our basic principles and organizational vision, to act autonomously as strong individuals who recognize their own role, as well as to learn and grow according to their own career aspirations and strengths, and to maximize their strengths through mutual interaction.

Initiatives
FANUC strives to enhance the value of our employees by providing support for their individual growth and career development.
As an educational system for this purpose, we are currently providing executive employees with trainings to improve their management and leadership in the workplace according to their responsibilities. Furthermore, we are conducting training for mid-career employees to pursue their areas of expertise as professionals, and training for young employees to implement growth plans based on the values they cherish, and we are working to support their career development and growth through dialogue within the workplace.
We also conduct trainings for employees to give them the specific knowledge and skills that are required in the individual workplaces. For example, the Service Division strives
to improve customer satisfaction by providing technical education to service personnel in Japan and overseas.

■ Current Education and Training Framework
All employees⃝ Diversity training⃝ Harassment prevention
training⃝ Mental health training(line care/self-care)⃝ Information security
education⃝ Compliance education

Management and Leadership
Improvement⃝ Training for division head
⃝ Training for department head
⃝ Training on workplace
management⃝ Training for new executive
employees

Career Development⃝ Mid-career employee training⃝ Young employee training

Team leader training

New recruit training

New Recruit Training

Foreign Language Training (English and Chinese)

Management Capability
Improvement for Manufacturing Sites

Division-based Training⃝ New Recruit Training⃝ Etiquette training⃝ Team leader training⃝ Young technical employees training

Lectures by management

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To help individual employees enhance their skills according to the language
proficiency requirements of their work, in addition to the TOEIC exam, we have
expanded our training options for language skill acquisition, including business
English, English conversation, and Chinese conversation.

Besides the training programs described above, each division has their employees attend external workshops and provides training sessions for them to acquire the particular knowledge and skills required for their assigned tasks.

Group discussion

Lectures by external instructors

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Promotion of Employee Diversity & Equal Opportunity
Basic Approach
FANUC believes that (1) each individual should be able to respect each other’s individuality and maximize their abilities, and (2) individuals and the organization should growtogether by integrating individual strengths as organizational activities, thereby creating new value for society. Through the promotion of diversity and inclusion, FANUC will
work to create an environment that accepts and provides equal opportunities for the diversity of our employees.

○ Diversity & Inclusion Statement○ Diversity & Inclusion Action Policy― Diversity is the cornerstone of “one FANUC” and the driving force of our growth ―⃝ We aim to create an environment in which all employees, regardless ofgender, nationality, race, religion, age, disability, sexual orientation, etc.,
have a sense of responsibility as members of the FANUC Group and canmaximize their abilities.

Each of us has diverse values, sensibilities, and abilities.
We believe that we can make FANUC develop and grow even stronger by
combining our strengths as “one FANUC” through respecting each other’s
differences as “individuality” and by maximizing our abilities and playing anactive role.
The objective of FANUC’s diversity and inclusion is to connect thestrengths of individuals and making them the strengths of the organization, enabling individuals and the organization to grow together sustainably. The FANUC Group provides indispensable value throughout theworld in the field of factory automation by promoting diversity, and willcontinue to be a company that is trusted by all stakeholders.

⃝ We will provide support so that each employee can play an active roleand continue to grow through their own work.
⃝ We respect the individuality of every employee, and by bringing together their strengths as “one FANUC,” we aim to build a corporate
culture that is creative and full of vitality, and to become a company
in which all employees can contribute to the development of society.

Initiatives❷ Gender-Related Initiatives❶ Implementation of Diversity Training〈Promoting the Active Participation of Women〉
In addition to striving to ensure that employees can play an active part in the workplace regardless of factors such as nationality and gender, etc. FANUC has enhanced various systems including maternity leave, child-care leave, and shorter
working hours until children finish elementary school, so that women can pursue
their careers without interruption. In this manner, FANUC fully supports the active
participation of women in the workplace.
In April 2021, we renewed our General Employer Action Plan Based on the Act on
Promotion of Women’s Participation and Advancement in the Workplace, and weare actively promoting the recruitment of women, with the aim of increasing thepercentage of female employees. Under this plan, FANUC has established a targetof 10% of regular female employees for the Company as a whole. This numerical

FANUC positions the promotion of diversity as a key issue for the Company’s sustainable growth and will continuously hold diversity training for all employees in order to foster an organizational culture in which diversity is accepted by all
employees. The training aims to foster and instill a sense of ownership through anunderstanding of the significance and importance of diversity promotion, as well as
to convey key points that each individual should be aware of and work on in theirown workplace in order to lead to concrete actions on their part.

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Profiletarget was set in consideration of the small number of women in the population of
students in the mechanical, electrical, and information fields, which are the focus of
our recruiting activities.
To achieve these goals, we are promoting efforts such as having female employees
visit schools and handle company visits by female students when recruiting for technical positions, and promoting efforts to create opportunities for women to discusswork and actual lifestyles. We are also implementing initiatives such as externalseminars to support career development for female employees.
Recently, women have increasingly been playing active roles as executives in various
fields, and some have been promoted as officers.

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We have also established a support system to promote the employment of persons
with disabilities, by cooperating with the Japanese government’s Hello Work employment centers and the Yamanashi Prefecture Vocational Center for Persons with
Disabilities, and by appointing vocational life counselors for persons with disabilities.

❹ Initiatives for Nationality, Race, and Religion

In accordance with our Human Rights Policy, FANUC considers respect for humanrights to be a fundamental principle for all of our activities, and we respect the human rights of all people involved in our business. FANUC thoroughly implements
the “prohibition of discrimination based on race, creed, gender, social status, religion, nationality, age, mental or physical disability, etc.” in its recruitment practices,
as well. While we hire students from overseas, we prohibit any special treatment or
discrimination against them in any way because of nationality.
FANUC also strives to provide a working environment that is comfortable for foreign
employees. We offer vegetarian food, gluten-free food, etc. to employees for whom
religious dietary considerations are required. FANUC ACADEMY has facilities thattake into account the religions and customs of employees from all over the world,
including Muslim prayer room for trainees.

〈Support for Balancing Work and Home Life〉
At FANUC, 100% of the female employees who have used the child-care leave system during the past three years have returned to work, which confirms that the Company’s working environment is comfortable for women. Furthermore, we opened anursery for employees’ children in the Headquarters’ area in April, 2019, using thecompany-initiated nursery business system, supervised by the Cabinet Office. To reduce total actual working hours, we have set the annual paid leave-taking rate to atleast 80%, so paid leave can be more easily used to balance work and home life.
As an initiative to encourage male employees to take child-care leave, we have posted on the company-wide portal site Q&A and guidance documents regarding leavesystems for child care and nursing care as well as support offered by the government.
A help desk has also been set up in the Human Resources Department to support
the balance between work and child care and nursing care. This approach has spreadknowledge and understanding of our initiatives within the Company, and more male
employees are taking child-care leave.
In addition to the statutory childcare
leave system, we have a “Wife’sMaternity Leave System,” which
can be taken when a spouse gives
birth with 100% of pay guaranteed.
In FY2022, 125 employees tookchildcare leave, including the Wife’sMaternity Leave, for a take-up rateof 85.6% (number of employees who
took leave/number of employees
eligible for leave).

Place for Wudu

Prayer room

❺ Age-Related Initiatives

Door sign

In October 2006, FANUC extended its mandatory retirement age from 60 to 65
years.
Employees who have reached the retirement age of 65 years may continue to workat the Company if both the Company and the employee so wish.

❸ Disability-Related Initiatives

When determining assignments, FANUC takes into account the characteristics ofeach individual’s disabilities as well as his/her aptitudes, while also considering safety aspects so that persons with disabilities can play an active role in the Company.

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Employee Engagement in Group Companies
FANUC America Corporation
In addition to our annual Employee Engagement survey, FANUC America also participates in the Top Workplaces annual employee feedback survey. Top Workplaces
is a nationally recognized award throughout the United States that includes regionaland national-level programs, plus industry and culture excellence awards. Thisaward celebrates nationally recognized companies who make the world a better
place and work together by prioritizing a people-centered culture and giving employees a voice. Annually, FANUC America participates in the Detroit and Chicago
regional employee feedback surveys, completed by the employees of participating
workplaces. In 2022, FANUC America received the Detroit award for the 11th consecutive year, and the Chicago award for the 5th consecutive year. Additionally,
FANUC America received the new Top Workplaces USA Award.
With the feedback from both of these surveys, FANUC America continues to promote initiatives to engage, empower, and develop employees and attract new talent. This past year, we are proud that our employees started our first employee
resource group, the Women’s Resource Group (WRG), that now has more than 200
members. The WRG has led the way for additional groups to form in the future thatwill allow employees to better engage, interact and develop. We also have continued to invest in new training, evaluation, employee benefits, and employee technology in response to our employees’ feedback. In all of these areas, FANUC America
will continue to prioritize our employees and show them how important they are.

FANUC America takes great pride in being an employer of choice and knows thatits employees are its most valuable assets. With the significant changes that havebeen seen in the employment market, trends in attracting talent, recruitment initiatives, increased employee expectations, and the growth and expansion FANUC
America has seen in the past couple of years, we felt it was important to elevate
our efforts related to employee engagement. Therefore, in August, 2022, we decided to move from a traditional employee survey to the using the gold standard, theGallup Employee Engagement Survey. We launched the Employee Engagement survey to FANUC America employees and accomplished 80% employee participation.
Employee engagement is a foundational component to workplace outcomes andhave a direct link to employee wellbeing, manager development, and overall organizational performance. This evolved approach will help us to make employee engagement a central part of our corporate strategy including attracting talent,
onboarding, managing performance, talent development, employee empowerment
and retention. Through the results of the Gallup Employee Engagement Survey andthe manager tools provided, we can better incorporate employee feedback into all
aspects of the employee experience allowing us to continually improve through action planning and ongoing feedback. The Gallup tools allow managers to track andbuild on action plans throughout the year. In addition, our results are benchmarked
against the significant pool of Gallup data.

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Sharing the Knowledge of Outside Directors
FANUC’s outside directors boast a high level of expertise and a wealth of knowledge. We welcome free and open exchanges of opinions and constructive discussions at our
meetings of the Board of Directors. Owing to the spread of COVID-19, however, recently we have been unable to interact with our employees. Following the easing of several
COVID-19 related restricts in 2023, we had directors Naoko Yamazaki and Mieko Tomita host lectures in which they drew on their various expertise alongside which we also
held networking events for female employees.
All this has proven a valuable opportunity for our employees to glean insight from our outside directors and re-envision the Company from the perspective of somebody external to it.

Lectures
The lectures were held in our Company conference room and concurrently online. An edited videos were later posted on the internal portal site for viewing by employees who could not attend the lecture.

Lecture 1

Director Naoko Yamazaki

The first lecture was “Team Building: A View from Space” (Uchu kara
Kangaeru Team Building), given by astronaut and director Yamazaki. Ms.
Yamazaki used the lecture to talk about what it takes to function as ateam in space, where even the tiniest of mistakes can be fatal.
The attendees of the lecture talked about how what Ms. Yamazaki
spoke of related to their daily work, including shared objectives, roles
and authority and the importance of communication, etc.

Lecture 2

Director Mieko Tomita

In the second lecture, lawyer and director Tomita spoke on the themeof “Compliance on the Part of Employees.”
The lecture covered a wide range of topics from establishment and operation of an internal control system for ensuring compliance to theprinciple of trust.
Participants reacknowledged the need to take issues concerning compliance to be their own and to develop relationships of trust throughcommunication.

37

Sustainability

ProfileValue Creation

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Data Section

Networking Event for Female Employees
The Company ran a networking event for voluntary female employees and Directors Yamazaki and Tomita. A total of 46 female employees across 6 groups attended the event
which was comprised of a presentation of the results of the group discussions, comments from both Directors, and a Q&A session.
Ahead of the event, the participants took part in a group discussion and prepared materials for use in the presentations to be given on the day of the event. The discussion wasthemed around three issues derived from answers to a survey given by the Human Resources Division to all female employees concerning efforts to promote the hiring of female staff.
Each of the groups gave presentations on “Issues in the working habits of the Company,” “Developing a career around various life events,” and “Flexible working arrangements,” which ultimately all came together around commonly experienced fundamental problems and potential solutions to these.
Both Directors made comments to the effect that the issues discussed were not limited to solely female employees but apply to all employees and that efforts must be madeto help resolve these.

Feedback from Attendees
Price & Cost Department, Corporate Finance & Facility Planning Division
Senior Specialist, Mikiko Katsuyama (Networking Events Administrative Office)The participants said that the first-hand stories from female Directors working on the front
lines about their experiences and the advice they provided from a range of perspectives
proved extremely beneficial. Our hopes in the Administrative Office for this event were that
there would be greater communication between employees of different work sites, job
types, and generations. By working together with the Human Resources Department tohelp us clarify the issues we face and discuss and disseminate possible solutions to theseissues, the event provided us with a great opportunity to recognize the significance of existence within the company structure. For future events, I think we should look at on-goingand flexible initiatives and plans aimed at introducing systems and mechanisms to pursue
employees’ fulfilling work satisfaction and ease of work, as well as at aligning the directionof growth for both the Company itself and its diverse human resources.
Section 3, Robodrill Software & Electrical Equipment Development Department, Robodrill Research & Development Division, Robomachine Business Division,

Kyoko Watanabe

During the discussions on potential solutions to the various presented issues, we wereconscious of not only expressing our own opinions, but also finding solutions that would
be of benefit to FANUC. I feel that the Company’s growth is essential for creating a comfortable working environment.
The event also exposed me to the ways of working and opinions of employees from a variety of business divisions and ages, which gave me some inspiration for my own career
path in future.
Both Directors offered us valuable insight on their experiences at the event, making it agood opportunity for improving motivation moving forward.
I would like it if the event were to become a regular event in future.

38

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Health and Productivity Management
In order to make our vision a reality, we consider the health and well-being of our employees and their families as being the foundation that upholds our business activities.
Based on this belief, Health Management has been promoted from FY2022.

Promotion Framework

FANUCʼs Health and Productivity Management Statement

FANUC has appointed the President as head of the Health and Productivity Management Promotion Project. The Human Resources Division is responsible for healthpromotion and the Welfare Department serves as the administrative office.
Six task force teams have been established under the Health Promotion Committee
to actively incorporate the opinions of related divisions and work together to promote the program.

GOOD HEALTH AND WELL-BEING

Health and happiness for all employees and their families!
FANUC CORPORATIONʼs Vision

Management

To provide indispensable values throughout the world
through incessant technological innovations in the field offactory automation, and to continue to be a company thatis trusted by all stakeholders.

President

Health Promotion Supervisor
General Manager of the Human Resources Division

In order to make our vision a reality, we consider the health andhappiness of our employees and their families as being the foundationthat upholds our business activities.
We will create an environment in which our employees can work actively
with enthusiasm and a sense of worth, be healthy both in body andmind, and have a happy and fulfilling livelihood.

Health Promotion Committee

Task Force Teams

FANUC was certified as a “2023 Certified Health & Productivity
Management Outstanding Organization” on March, 2023.

Prevention, Health,and Health
Guidance Team

39

Health InsuranceSocietyCommunication Team

Education
Team

Public Relations andBusiness Partners
Support Team

Health Initiative
Promotion
Team

Eating Habits
Improvement TeamSustainability

ProfileValue Creation

Sustainability

Data Section

FANUC’s Health & Productivity Management Strategy Map

FANUC’s Measures for
Employees’ Health Improvement

Healthmanagement andguidance

Health promotion
activities

Improve
health literacy

Mental healthcare

Effectiveness of Measures
KPIs to assess employees’current status

KPIs to assess changes in employees’
health awareness & behavior

Medical checkup
follow up

Medical checkup
recipient rate

Detailed medical
examination
recipient rate

High health risk
rate (medical
checkup result)Brain dockBrain dockrecipient rate

Gynecologicalexamination
recipient rate

No health risk
rate (medical
checkup result)

Specific healthguidance

Specific healthguidance
recipient rate

Employeesʼ
spousesʼ medical
checkup rate

Lifestyle
improvement
starters’ rate

Sports & exercise
eventsHealth-related
eventsparticipants

Regularexercisers’
rate

Quit-smoking
programs

Health-related
programs
participants

Smokers’ rate

Health-related
email newsletters

Health-related
seminarsparticipants

Stress checks

Stress checkquestionnaire
response rate

Stress checkquestionnaire
resultReduce overtime

Average monthly
overtime

High stress rate
(stress check
result)Encourage taking
annual paid leave

Annual paid leaveacquisition rate

Mental illness
related long-term
absentees’ rate

Work stylereformEditions ofhealth-related
email newsletters

Appropriate BMI
weight maintenance
rate

40

Final goal: Raise Health, Happiness,
Work Engagement of employees

Health Level(Questionnaire survey)

Happiness Level(Questionnaire survey)

Work Engagement
Level

FANUC’s Targets via
Health & Productivity
Management
FANUC believes that the healthand happiness of ouremployees, who support ourcompanyʼs business activities,
and their families, are thefoundation for achieving ourcorporate vision. Therefore,
FANUC strives to create
favorable environments where
employees are healthy both
physically and mentally, live
each day feeling happy andcontent, and are motivated towork enthusiastically with asense of fulfillment.

Sustainability

ProfileValue Creation

Sustainability

Data Section

Main Initiatives from Fiscal 2022
■ Measures to Maintain Employee Health■ Introduction of Employee Group Insurance (Group Term Life Insurance andGroup Long Term Disability Schemes)

Analyzing and visualizing the results of employee’s regular medical checkups helps
maintain the health of employees such as prevention of severe diseases. We use theparticipation rate in such regular medical checkups as an indicator for measuring
the effects of efforts to promote health and productivity management.
In fiscal 2022, we achieved our goal of 100.0% participation rate.

The Group has introduced Group Term Life Insurance and Group Long Term Disability schemes through which the Company will pay a portion of the insurance premiums for those officers and regular employees wishing to avail of the schemes. By
providing systems that offer guarantees in the event of death or severe disability
and support in the event of reduced income as a result of long-term disability as aresult of injury, we have built a working environment that enables our employees towork with peace of mind.

⃝ Participation Rate in Regular Medical Checkup
FY2018FY2019FY2020

FY2021

FY2022100.0%

99.9%

100.0%

99.9%

100.0%

ご相談に対応するコンタクトセンターとメンタルヘルスカウンセリングルーム
コンタクトセンター• ドクター* FANUC Headquarters’ area
In FY2022 we began offering employees aged 32 and over medical checkups of their brains, with such checkups to be offered every four years.

• ヘルスカウンセラー（保健師･助産師･看護師･心理カウンセラー ･ ケアマネジャーなど
キャリアのある相談スタッフ）■ Thorough Efforts to Raise Awareness of
FANUCʼs Health Hotline• オペレーター

メンタルヘルスカウンセリングルーム• 日本全国各地の面談カウンセリング拠点• 落ち着いた雰囲気の内装• 家族・夫婦カウンセリングにも対応可能

FANUC’s health hotline is a consultation service run by an external specialist institutionthat can be used by FANUC officers, employees, contractors employees, and their family
members. The hotline offers services free ofcost relating to health concerns and consultations, mental health, and the offering of second opinions.

■ Mental Health Support

In addition to providing internal and external points of contact for employees to
NICE LIFE
speak to somebody about their mental
NICE LIFE
health, we also conduct annual stresschecks on all employees and contract
employees. We follow up with those employees who display signs of high stresslevels, while we also analyze each of ourorganizations for health risks and the ratio of employees displaying high stresslevels to identify the organizations facing
issues and improve their working environments.
We also provide mental health training(self-care) via e-Learning tools throughwhich we offer employees knowledge
concerning issues of mental health andstress and an opportunity for them tothink about how they can control theirown stress levels.
In addition, the Health Promotion Committee has twice issued dedicated articles in
the monthly e-mail newsletter concerning matters of mental health.
健康だより

Vol.102023/2/27
健康づくり推進委員会

GOOD HEALTH AND WELL-BEING すべての社員とその家族に健康と幸せを！

健康だより

メンタルヘルス“こころの健康”について（Part2）

9RO９

ティーペックのYouTubeチャンネル
健康づくり推進委員会

ティーペックのサービス紹介や利用イメージなどの動画を YouTube で公開しております。

前号に続きメンタルヘルスこころの健康についてのテーマです。こころの病気は、心身の休養が*22'+($/7+$1':(//%(,1*すべての社員とその家族に健康と幸せを！
しっかりとれるように環境を整えることが大事です。

こころの病気は自分では気づかない事が多く、自分で不調に気づいてもこころの病気とは思わない事が多くあります。周囲の人が不調に気づくこともあります。元気な時と違い、その人らしくない、以前と異なる右記の様な事に気付いたら声をかけて相談にのってあげましょう(図１)

こころの病気は様々な種類がある

こころの病気にも様々な種類のものがあります。うつ病、統合失調症、不安神経症、睡眠障害、適応障害、パニック障害、発達障害などです。医師にかかっても、診察の時期により、症状が異なるので、診断名も変わってきます。一番頻度が多いこころの病気はうつ病です。うつ病では精神的症状以外に、肉体的症状も出現します。

ティーペック医療機関検索

下記にうつ病の肉体的、精神的症状のストレスやメンタルヘルスという言葉をよく耳にするようになり、こころの健康づくりは身近なテーマとなってい頻度の多いものを提示しました。（図2）
ます。しかし、こころの病気についての理解はまだ十分とはいえません。こころの病気には様々な種類があ
回復に向けても、薬が効果的な場合、カ
り、その症状や治療方法も異なります。こころの病気に適切に対処し、ご自身や周囲の方たちがこころの
ウンセリングが有効な場合など様々です。
病気を抱えていても安心して暮らしていくためには、こころの病気を正しく理解することが大切です。皆さ気になる症状がある時は、早めに休息をとんもメンタルヘルスの扉を開いて、こころの健康や病気について知ることから始めてみませんか？
り、周りの人に相談することが大事です。

こころの健康って①服装が乱れてきた。
【図１】②急にやせた。太った。
メンタルヘルス“こころの健康”とは、世界保健機③感情の変化が激しくなった。
関（:+2）では「自身の可能性を認識し、日常のストレスに対処でき、生産的かつ有益な仕④表情が暗くなった。
事ができ、さらに自分が所属するコミュニティに貢⑤一人になりたがる。
献できる健康な状態」と何か少しわかりずらく、難⑥不満、トラブルが増えた。
しい定義がなされています。メンタルヘルス不調者⑦独り言が増えた。
（こころの病気）は誰でもかかる可能性があり、国内では４２０万人にものぼり、３０人に１人⑧他人の視線を気にするようになった。
の割合で発生しており、生涯を通じて、５人に１⑨遅刻や休みが増えた。
人がこころの病気にかかるともいわれています。心⑩ぼんやりしていることが多くなった。
の健康状態は自分では気づかないことが少なくあ⑪ミスや物忘れが多い。
りません。
⑫体に不自然な傷がある。

ストレスの原因①仕事の質、量②仕事の失敗、責任の発生等【図２】③対人関係（セクハラ、パワハラを含む）④役割、地位の変化等（昇進、昇格、配置転換等）⑤顧客、取引先等からのクレームなどが上位を占めています。

日本全国の「専門医のいる医療機関」「大学病院」「地域の病院」「クリニック（開業医）」等を無償で検索できます。
また、夜間・休日に受診できる医療機関も検索できます。

本サービスの提供には、以下のそれぞれにつきご理解いただくことを前提としています。
●国外の相談および国外からの相談などはお受けできません。●プライバシーは厳守されますので、安心してご利用ください。ただし生命の危険等、守秘の限界を超えるとティー
ペック（株）が判断した場合を除きます。●サービス提供の際の録音、録画、撮影のご要望には原則として応じられません。●ご利用者の状況またはご相談内容により、相談の制限・停止をさせていただく場合があります。●ティーペック提供の医療機関情報などは、変更されている場合がありますので、受診などの際は、事前に医療機関などにご確認ください。
●ご利用の際の諸条件や、地域・内容により、ご要望に沿えない場合がありますので、ご不明点はお問い合わせください。

●本サービスは、ティーペック
（株）が業務委託を受けて運営しております。●ティーペック（株）は、面談を伴うサービスを適切に実施するため、ご利用者よりいただく個人情報の取り扱いを面談担当者（本事業提携事業者）に委託する場合がありますが、十分な個人情報の保護水準を満たす者を選定し、契約を締結するなど必要かつ適切に監督いたします。
（個人情報をお知
らせいただけない場合は、当該サービスをご提供できない場合があります。
）また、受診の予約手配をする目的で、本事業提携医療機関に、ご利用者本人のご依頼により氏名や電話番号などの連絡先に関する個人情報を提供いたします。●ティーペック（株）は、個人情報を上記の目的以外に使用しないことはもとより、ご利用者の同意を得ている場合、法令にもとづく場合、ご利用者本人または第三者の生命、身体または財産の保護のために必要があると当社が判断した場合を除き、取得した個人情報を委託先以外の第三者に提供いたしません。●ティーペック
（株）は、応対品質の向上及び通話内容の検証を目的として、書面、録音または電子的方法等により記録させていただくことがございます。●ご提供いただきました個人情報の開示等を求めることが可能です。お手続きは「〒 110-0005 東京都台東区上野 5-6-10 ティーペック
（株）個人情報相談窓口責任者（個人情報保護責任者代理）」までお問い合わせ下さい。●当該サー
ビスをご利用いただいた場合は上記の内容をご理解の上、個人情報の取得および提供についてご同意いただいたものとさせていただきますので、あらかじめご了承をお願いいたします。
M2201-0008C0000-125000

We have introduced KENPOS, for use online or with asmartphone, to encourage employees to make lifestyle
improvements through exercise and dietary management.

ストレスサインとは■ Raising Awareness of Female-Specific
Health Issues

We ran an e-Learning course entitled “Female-specific health issues” targeting managers as part of efforts to improve their healthliteracy. A video of this training session was
posted on the Company’s internal portal site
so that it could be viewed by all employees.
In fiscal 2023, we also plan training sessions
for all our employees, including contract
workers.

⃝ Participation Rate in Stress Check Examination
FY2022

97.0%

96.3%

96.3%

96.9%

96.7%

ご利用案内の内容を Web 上で確認、スムーズにサービス利用できるようになりました

個人情報の取扱いについてストレスを受けている状態では、腹痛、怒りっぽい、不眠、イライラなどの何かしらのストレスとサインがでていることが多々あります。
心の病気というわけではありませんが、ストレスサ
インの出現に気が付いたら、早めに休息をとり、気分転換をするなどの対応が大事です。

FY2021

こころとからだの専門家が寄り添い、あなたの豊かな暮らしをサポートします■ Introduction of Health and Productivity Management Promotion Infrastructure (KENPOS)

ストレスとは、外部からの刺激を受けた時に生ずる緊張状態の事です。
外部からの刺激には、天候や騒音などの環境的要因、病気や睡眠不足などの身体的要因、不安や悩みなどの心理的要因、人間関係がうまくいかない、仕事が忙しいなどの社会的要因などがあります。
原因としては、左記①～⑤のような日常の様々な変化がストレスの原因となる恐れがあります。

FY2020

対面で

http://t-pec.jp/

ストレスってなにFY2019オンラインで「いつでも」「どこでも」気軽に使える相談窓口【ご利用に際して】

これはストレスが原因となって無意識のうちに、自分自身をコントロールできなくなってしまう状
態がいわゆるメンタルヘルス不調なのです。特にコロナ禍では、新型コロナ感染症に係る感染症に対する不安や、行動制限に伴うストレスなどにより、メンタル不調を訴える人が増加しました。

FY2018

電話 でhttps://www.youtube.com/channel/UC_TElUWyDpv7tVkejYXIwUA

メンタルヘルス“こころの健康”について（3DUW）

こころの病気は自分では気づかない

ご利用案内

24時間健康相談サービス
メンタルヘルス カウンセリングサービス
セカンドオピニオン手配サービス・受診手配サービス

相談スタッフ* FANUC Headquarters’ area41

詳しくは中面をご覧ください

OPENSustainability

ProfileValue Creation

Sustainability

Data Section

Initiatives to Help Foster The Next Generation
Global Industry partner of WorldSkills International
contributed to organize regional competitions in various countries, including France,
Portugal, Spain, Germany, Hungary, the United Kingdom, Poland, Romania, Austria,
and Belgium. Additionally, the "Robot System Integrator" skill was introduced at theinternational level in 2019 and became an official skill in 2022.
During the most recent WorldSkills competition held in Luxembourg, teams from
Austria, France, Germany, Hungary, India, Japan, Luxembourg, Poland, Singapore,
Taiwan, and the United Kingdom(total 11 teams), showcased their skills in the "Robot Systems Integrator" category. Germany won the gold medal, followed by Taiwan
with silver and Poland with bronze.
Looking ahead, the next WorldSkills international competition is scheduled to takeplace in Lyon, France, in September 2024. Before that, Gdansk, Poland will host EuroSkills, a vocational education and skills excellence competition for European participants.

FANUC, the world's top industrial robot manufacturer, has partnered withWorldSkills Competition, a vocational education organization, for the past five years.
WorldSkills is dedicated to recognizing and promoting skilled professionals throughcompetitions. FANUC, with its extensive experience in industrial robotics, is working
together with WorldSkills to address the shortage of trained robot programmers
worldwide.
As automation and robots become more prevalent, there is a growing need forskilled workers in many countries. FANUC understands this challenge and is actively
involved in organizing the international Robot Systems Integrator competition, in collaboration with WorldSkills. This competition provides young people with valuable
opportunities to learn and develop their robot programming skills.
FANUC is committed to promoting the training of the younger generation and preparing them for careers in robotics. This commitment reflects our contribution to
global social and industrial development. Since our partnership began, FANUC has

42

Sustainability

ProfileThe 18th All Japan Student’s Indoor Flying Robot Contest

Awards ceremony

Robot Idea Koshien
FANUC is dedicated to supporting the next generation ofengineers through its special sponsorship of Robot Idea
Koshien ran by the Japan Robot System Integrator Association (Sler Association).
Robot Idea Koshien is a competition in which students fromacross Japan try to come up with new ways to use industrial robots and new ideas. On January 28, 2023, the national
level competition was held featuring 25 groups of students
who had come through the regional heats. It is not only theideas of the students that are questioned, but also factorsof sociability, feasibility, and marketability, as well as thestudent’s presentations skills.
We set up the “FANUC Award” as a corporate award which
has been won by the “Rip Fleur,” a robot that automateshaircuts at Taisei Gakuin University Upper Secondary
School. All the ideas put forward at the competition were
fantastic, and we hope that they are able to come to fruition in the near future.

Robot on display

Data Section

Since 2015, FANUC has been supporting Tobitate!
(Leap for Tomorrow) Study Abroad Initiative; a programfor encouraging young people to take up opportunities to study abroad.
On November 18, 2022, we heard the results of theinitiative at the Stage 1 Results Reporting Session,
which reaffirmed for us the significance of supporting
dreams of young people.

Received a letter of appreciation at the Stage 1 Results
Reporting Session

Company Visits by Local High School Students
FANUC’s headquarters accept
visits to its offices by first year
students of science & mathematics course at Yamanashi Prefectural Yoshida Senior HighSchool. In order to help the students forge a career and choose
their future path, we introduce
to them detail s of FANUC’s
business and provide them withfactory tours. Company visit in
2023 is the 12th one since wehave started this initiative in2010 (visits were suspended
during the COVID-19 pandemic).
In 2023, 40 students attended
the visit.

43

Sustainability

Tobitate! (Leap for Tomorrow) Study Abroad Initiative

The 18th All Japan Student’s Indoor Flying Robot Contest was held at Katayanagi Arena on the Kamata Campusof Nihon Kogakuin College from September 23 (Fri) to September 25 (Sun), 2022.
The contest instills manufacturing spirit among students and serves as a good occasion for developing their
manufacturing skills, especially in aircraft design and control. Despite the difficulties posed by the COVID-19 pandemic as in the year before, the exciting contest hosted a record-high number of participating schools. There
was a total of 72 teams from 43 schools, including two schools from Thailand as the first teams from abroad.
Participants competed in the categories of flight performance, flight control and auto-piloting of aircrafts by completing missions such as transporting goods and automated flights.
FANUC has been a special sponsor for this contest which brings together skilled students who can immediately
take on professional work. This year, the FANUC Award was presented to Chiba Institute of Technology as thewinner in the auto-pilot category.

Contest scene

Value Creation

Sustainability

ProfileValue Creation

Sustainability

Data Section

Directors (As of June 29, 2023)
Corporate Research &ESG/
HR/Labor/HR Legal/Risk
Finance/
Management Development Internationality Sustainability Development Management Accountinｇ

Yoshiharu Inaba
Director, Chairman

Kenji Yamaguchi

Representative Director,
President

April
1973 Joined Isuzu Motors Limited
September 1983 Joined the Company
June
1989 Appointed Director of the Company
June
1992 Appointed Senior Vice President (Director) of the Company
June
1995 Appointed Executive Vice President (Director) of the Company
May
2001 Appointed Senior Executive Vice President (Representative Director) of
the Company
June
2003 Appointed President (Representative Director) of the Company

June

April
June
February
October

1993 Joined the Company
2008 Appointed Executive Vice President (Director) of the Company
2012 Appointed Senior Executive Vice President (Director) of the Company
2013 Appointed Senior Executive Vice President (Representative Director) of
the Company
2016 Appointed President and COO (Representative Director) of theCompany

April

1992 Joined the Company
2004 Appointed Director & Manager, Finance & Accounting Department of
Fanuc Europe GmbH2010 Appointed Director & CFO of FANUC Europe Corporation2012 Joined LIXIL Corporation
Seconded to Permasteelisa S.p.A Group Financial Control Manager
2015 Rejoined the Company Manager, Group Companies Support
Department of the Company

July
June
July

June

Ryuji Sasuga
Director

April
April
January
March
April

Michael J. Cicco
Director

Naoko Yamazaki
Director

Outside Director

Independent Director RenominatedHiroto Uozumi
Director

Outside Director

Independent Director Nominated

April
June

June
June

2016 Appointed Chairman and CEO (Representative Director) of theCompany
2019 Appointed Chairman (Representative Director) of the Company
2023 Appointed Chairman (Director) of the Company (to the present)

1996 Joined the National Space Development Agency of Japan (currently
Japan Aerospace Exploration Agency (JAXA))
September 2001 Authorized as an astronaut to board the International Space Station
April
2010 Served as a mission specialist on the Space Shuttle Discovery, andengaged the mission of assembling the International Space Station(STS-131(19A))
March
2016 Appointed Outside Director of Nabtesco Corporation
September 2017 Appointed Outside Director of OPTORUN Co., Ltd. (to the present)

June

April
April

April

April
April
July

1975 Joined Hitachi, Ltd.
2003 General Manager of Nuclear Power Systems Production Division,
Nuclear Systems Division, Power and Industrial Systems Group, Hitachi,
Ltd.
2004 Deputy General Manager of Hitachi Works, Power Systems Group andVice Division Director, Nuclear Power Systems Production, Hitachi, Ltd.
2005 Deputy General Manager of Air-Conditioning Systems Division, Hitachi
Plant Engineering & Construction Co., Ltd.
2007 Appointed Executive Vice President of Hitachi-GE Nuclear Energy, Ltd.

July
June
June

April
April
April
April
June
June

44

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●

●

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●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

2019 Appointed President and CEO (Representative Director) of theCompany (to the present)2015 Manager, Secretary Department of the Company (to the present)2017 Appointed Managing Officer of the Company
2021 General Manager, Corporate Finance Division of the Company (to thepresent)
2022 Appointed Senior Managing Officer and CFO of the Company
2023 Appointed Senior Managing Officer and CFO (Director) of theCompany (to the present)

August1999 Joined FANUC America Corporation (“FAC”)
November 2015 Appointed Vice president（Director）of FAC
April
2016 Appointed President and COO（Director）of FAC
June
2016 Appointed Managing Officer of the Company
July2016 Appointed President and CEO（Director）of FAC (to the present)June2017 Appointed Senior Managing Officer of the Company
June2020 Appointed Director of the Company (to the present)
April

●

2018 Appointed Outside Director of TOPCON CORPORATION (to thepresent)
2018 Appointed Representative Director of Space Port Japan Association (tothe present)
2020 Appointed Director of the Company (to the present)
2021 Appointed President of Young Astronaut Club-Japan (to the present)

2011 Appointed President and Representative Director of Hitachi-GE Nuclear
Energy, Ltd.
2013 Appointed Vice President and Executive Officer, Hitachi, Ltd.
2015 Appointed Chairman of the Board of Hitachi-GE Nuclear Energy, Ltd.
2017 Senior Corporate Officer of Nuclear Energy Business Unit, Hitachi, Ltd.
2020 Senior Corporate Officer of Nuclear Damage Compensation andDecommissioning Facilitation Corporation
2021 Appointed President & CEO of Atomic Energy Association (to thepresent)
2022 Appointed Director of the Company (to the present)

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Corporate Research &ESG/
HR/Labor/HR Legal/Risk
Finance/
Management Development Internationality Sustainability Development Management Accountinｇ
1994 Joined Bank of Japan
2009 Joined Mitsubishi Research Institute, Inc.
2012 Chief Researcher, Center for Policy and the Economy,
Chief Economist of Mitsubishi Research Institute, Inc.
2015 Deputy General Manager, Center for Policy and the Economy,
Chief Economist of Mitsubishi Research Institute, Inc.
2017 General Manager, Center for Policy and the Economy,
Chief Economist of Mitsubishi Research Institute, Inc.

2020 Deputy General Manager, Planning and Administration Office, Think
Tank Unit
General Manager, Center for Policy and the Economy, Chief Economistof Mitsubishi Research Institute, Inc.
December 2021 Appointed Research Fellow (to the present)
October 2022 Deputy General Manager, Think Tank Unit
General Manager, Planning and Administration Office, Think Tank Unit
General Manager, Center for Policy and the Economy,
Chief Economist of Mitsubishi Research Institute, Inc. (to the present)June2023 Appointed Outside Director of Ricoh Company, Ltd. (to the present)
Appointed Director of the Company (to the present)

1984 Joined the Company
1999 Manager, Legal Department of the Company (to the present)2012 Appointed Senior Vice President (Director) of the Company
2014 Appointed Executive Vice President (Director) of the Company
2016 Appointed Executive Managing Officer (Director) of the Company
2019 Appointed Senior Managing Officer
2020 Appointed Managing Officer

June

Director who is an
Audit and Supervisory
Committee Member

April
August
June
May
June
June
June

Hidetoshi Yokoi

April
January

1983 Lecturer, Institute of Industrial Science of University of Tokyo
1985 Assistant Professor, Institute of Industrial Science of University ofTokyo
1997 Professor, Institute of Industrial Science of University of Tokyo
1998 Professor, Center for Collaborative Research of University of Tokyo
2005 Director, Center for Collaborative Research of University of Tokyo
2008 Professor, Institute of Industrial Science of University of Tokyo

May

1980 Registered as lawyer (to the present) Joined Nishi and Iseki Law Office(currently Nishi & Partners Attorneys and Counselors at Law)
1995 Appointed Auditor of Kanagawa Learning Disability Research
Association
2001 Appointed Civil Conciliation Commissioner, Tokyo District Court (tothe present)
2004 Appointed Instructor, Showa Women’s University
2007 Appointed a member of the National Bar Examination Commission,
Code of Civil Procedure

June

Yoko Takeda
Director

Outside Director

Independent Director Newly nominated

April
April
April
October
October

Toshiya Okada

Director who is an
Audit and Supervisory
Committee Member
Outside Director

Independent Director RenominatedMieko Tomita

Director who is an
Audit and Supervisory
Committee Member
Outside Director

Independent Director RenominatedShigeo Igashima
Director who is an
Audit and Supervisory
Committee Member
Outside Director

Independent Director Newly nominated

July
July
April
April
April
April
April
April
October

October 1990 Joined Chuo Shinko Audit Corporation
August1995 Registered as a Certified Public Accountant (to the present)
January 1997 Joined Yano Seisakusho Co., Ltd.
August2004 Representative of Igashima C.P.A. Office (to the present)
November 2004 Registered as a Certified Public Tax Accountant (to the present)
Representative of Igashima Shigeo Tax Accountant Office (to thepresent)
June2016 Appointed Outside Director (Audit & Supervisory Committee Member)of AXELL CORPORATION (to the present)

October●●●

2023 Appointed Director (Audit and Supervisory Committee Member) of theCompany (to the present)

●

March
June
June

April
June
June
June

●

2015 Field II Program Officer, Adaptable and Seamless Technology Transfer
Program through Target-driven R&D of Japan Science and Technology
Agency2019 Retired as Professor, Institute of Industrial Science of University of Tokyo
2019 Professor Emeritus of the University of Tokyo (to the present)
Appointed Audit & Supervisory Board Member of the Company
2021 Appointed Director (Audit and Supervisory Committee Member) of theCompany (to the present)2012 Appointed External Audit & Supervisory Board Member of MORINAGAMILK INDUSTRY CO., LTD.
2017 Senior Partner, Nishi & Partners Attorneys and Counselors at Law (tothe present)
2019 Appointed Outside Director (Member of the Audit & Supervisory
Committee) of Nisshin Seifun Group Inc. (to the present)
2020 Appointed Audit & Supervisory Board Member of the Company
2021 Appointed Director (Audit & Supervisory Committee Member) of theCompany (to the present)
Appointed Outside Director of TEKKEN CORPORATION (to the present)

●

●

●

●

●

●

●

December 2017 Appointed Outside Director of TAIYO BUSSAN KAISHA, LTD.
June
2023 Appointed Director (Audit and Supervisory Committee Member) of theCompany (to the present)

●

45

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Three-way Conversation between Outside Directors

FANUCʼs Value Creation
as Seen from an External
Perspective
At FANUC, Outside Directors are appointed in order toproactively incorporate an objective and external perspective
into management and enhance corporate governance forsustainable growth and value creation. We asked three Outside
Directors to discuss FANUCʼs current situation, issues, anddirection for the future.

Outside Director (Nomination andRemuneration Committee Member)

H iroto Uozu mi

Outside Director (Chairman of Nomination
and Remuneration Committee Member)

Naoko Yamazaki

Outside Director (Audit andSupervisory Committee Member)

Hidetoshi Yokoi

ences through joint research initiatives with around 60 companies. At FANUC’s
Board of Directors, both Chairman Inaba and President Yamaguchi listen with theutmost sincerity to the points and suggestions we Outside Directors make. I feelthat this is something that has contributed to the current lively atmosphere.
Uozumi─I have been serving as an Outside Director since 2022. I have worked
for close to 50 years at manufacturers in energy-related fields, building up experience in design, development, factory operations, and business management. In allhonesty, I was surprised by how free and open the discussions are at FANUC’s
Board of Directors. The other Outside Directors at the Company all come from a diverse range of backgrounds, able to have lively discussions and ask questions fromvarious different perspectives. In fact, at the start, I was actually a little apprehensive
as to whether I would be able to contribute. However, I now actually greatly lookforward to the meetings of the Board of Directors.
In the evaluation of the effectiveness of the Board of Directors, I was interviewed bya third party for around one hour and asked questions from a wide variety of perspectives. I read the third party report, which had successfully incorporated theopinions and suggestions that had not been able to be aired during the discussions
at the meeting of the Board of Directors, and I thought it was an interesting idea.
Yokoi─I also thought that I might have put forward too much in the way of positive encouragement, but I never thought all that would be put in the report. Afterreading the report, I was better able to understand what each of the outside members of the Board of Directors brought to the table and what their ideas were, as
well more clearly understand the different perceptions of the internal directors, in-Meetings of the Board of Directors with Free and Open Discussion
Yamazaki─This is my fourth term as an Outside Director. After studying aerospace engineering and then working as an engineer at the Japan Aerospace Exploration Agency (currently JAXA), I participated in assembly and resupply missions at
the International Space Station as an astronaut in 2010. Since my appointment at
FANUC, I have always felt that the meetings of the Board of Directors have been extremely active affairs characterized by free and open discussion. I think it’s wonderful that we are given such thoroughly analyzed materials and detailed explanations
relating to each meeting item. Even before we transitioned to a company with an
Audit and Supervisory Committee in June 2021, the Audit & Supervisory Board
Members, who are currently Audit and Supervisory Committee Members, were already actively expressing their opinions, and that the same atmosphere has been
reinforced ever since.
Yokoi─I was appointed as an Audit & Supervisory Board Member in June 2019,and became a Director who is an Audit and Supervisory Committee Member when
we transitioned to a company with an Audit and Supervisory Committee. In mywork as a professor at the University of Tokyo specializing in the area of production
technology, I have served as Director of the Center for Collaborative Research at the
University of Tokyo and as a Field II Program Officer for the Adaptable and Seamless
Technology Transfer Program through Target-driven R&D of Japan Science and Technology Agency where I have built up a knowledge base and a wide range of experi-

46

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end technology, increased income and profit for fiscal year 2023, strong financial
position, internationality, and corporate culture, I have no doubt that we as a Company are one of the world’s leading corporations. However, I think that all our stakeholders, including shareholders, are concerned as to whether the Company will still
be receiving such excellent evaluations or whether it will be able to maintain its position near the top a decade out from now. What do we need to do in order topush for higher? What are the improvements that we should be making? I too am ofthe mind that human resources are the key to meeting these expectations and dispelling some of this unease.
Yamazaki─FANUC really is a unique company when you look at its history andthe corporate culture it has fostered over the years. As we have grown into a global
business, we have continued to evolve the organization pretty much every year in
the time since Chairman Inaba and President Yamaguchi assumed their roles. With
regard to the development of human resources, we are still only midway throughthe process, and I think it’s necessary that we now sit down and have a thoroughdiscussion on the matters. The Nomination and Remuneration Committee is currently in the process of discussing the formulation of a succession plan, but it is still verymuch in a trial-and-error phase at the moment, including in terms of our overall policy, and so I think it is important that we continue to discuss the issue.
Uozumi─The Nomination and Remuneration Committee is also discussing the remuneration system for Directors and I believe some considerable improvements
have been made to it. However, I think it might be better if we were to discuss thesystem for evaluating Company employees, including in terms of the successionplan, in more open meetings or in forums geared towards the sharing of opinions
rather than just having those issues discussed by the Nomination and Remuneration
Committee alone.
Yokoi─Based on my experience working for a long time in research and development, I know that it is important for companies who engage in innovation and development to develop a spirit of always seeking new challenges and for a system tosupport and encourage this to be built into its human resources system. Without
this, employees cannot grow. The Company’s three current businesses of FA, ROBOT, and ROBOMACHINE are part of an unbroken chain within the Company, and,thanks to the excellent business model, have been able to develop stably over theyears. However, we cannot take it for granted that our competitors will not makesome big breakthrough and eventually end up catching up with and overtaking us.
In order to help protect against this, we need new human resources who can develop new technologies that can increase added value and who can add to our knowledge base so as to ensure that the gap between us and our competitors does notshrink. What we need in particular is engineers who have experience in building up
businesses from scratch, including as part of in-house ventures, as well as a strong
entrepreneurial spirit. I believe that focusing our attentions on fostering such humanresources and building the Company together with a systematized succession plan
will serve as an important initiative for ensuring the development of human resources that will support FANUC’s success over the next decade and beyond.
Yamazaki─One of FANUC’s strengths is having major technological and development capacities on home soil, and it has made efforts to maintain this. It is my opinion that, in addition to efforts to develop human resources over the long-term, it isalso important that we have human resource strategies in place with a view to themedium-term and that we maximize and effectively utilize the capabilities of each of
our employees. To that end, what I would like us to focus on is having a diverse human resources base as part of efforts toward ensuring diversity and inclusion. We● Outside Director (Chairman of Nomination and Remuneration Committee Member) Naoko Yamazaki

cluding both the Chairman and the President, as well as the differences with regard
to awareness of particular issues. I thought that it was great that it allowed me tosee the current position of the Board of Directors and that it brought problems tolight.
Yamazaki─I also think it is a good thing that a third party is brought in to evaluate the effectiveness of the Board of Directors from a fair and impartial perspective.
FANUC takes the opinions and points raised in these evaluations and thereupon
quickly transitions to the discussion and improvement measures phases. Recently,
the Company has taken steps to make further improvements, such as enhancing liaison meetings between Outside Directors and creating a space for greater exchangeof opinions with the Chairman and the President than was available previously.

Human Resource Development with a View to the Next Decade
Yokoi─I think that, among the issues for the Company as identified by the evaluations of the effectiveness of the Board of Directors, human resources strategies, andhuman resources development in particular, is vital, including the plan for fostering a
successor. The reason for this is because it is essential that the Company develop
quality human resources, find ways to place these resources in the right places, andallow them to work with energy if the Company is to continue to develop on into
the future. What those in their 20s and 30s are looking for these days are educational programs for helping get them to their desired job positions, tips on how toimpress their bosses, and easy-to-understand example cases and career paths. The
better the talent, the more likely they will leave the Company if they do not thinkthat we are an attractive company to work for in terms of human resources strategies and human resources development. I think this is a risk that we need to beaware of.
Uozumi─When you try evaluating across several axes using a radar chart, I think
the Company comes out with near perfect marks on most metrics. Given our high-47

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Sustainability

Data Section● Outside Director (Nomination and Remuneration Committee Member) Hiroto Uozumi● Outside Director (Audit and Supervisory Committee Member) Hidetoshi Yokoi

are seeing at the moment female employees of FANUC taking it upon themselves todiscuss things the Company could do to make itself an even better business. Suchthings are really great to see and I expect that they will lead to tangible improvements in the Company. I also think that we should not just limit this movement toour female employees, but also look to proactively expand in other areas, such as
the recruitment of experienced personnel, foreigners, and alumni (people who haveretired). These efforts would all be in service of building a company with a working
environment amenable to people from a wide range of backgrounds and of having
everyone work together to increase our corporate value.

Yokoi─There is the slogan “one FANUC” which symbolizes the cross-company
coming together of the three businesses of FA, ROBOT, and ROBOMACHINE andthe evolution of such into a system which can create synergies. While it is important
to work together on issues of environmental management, if we are to respond tochanges in the business environment, such as the rapid popularization of IoT, DX
and AI, it is also important that we develop systems and software that connect
products together and aim for delivering on one FANUC from the perspective ofachieving medium- to long-term growth.
Uozumi─Aiming for one FANUC that looks beyond the current businesses. We want
all of our employees to work together to take on various new ambitious challenges.
And we would like for all our stakeholders to look over us as we try to achieve this.
Yamazaki─FANUC’s vision is to provide indispensable values in the field of factory automation through unceasingly creating technological innovations. In future, it isexpected that the concept of what a factory is will expand beyond its current definition, that automation will expand into a variety of other sectors and the numberof fields in which FANUC can contribute will increase. We will maintain a wide perspective as we strive to make ongoing contributions to the world, while we will also
explore a variety of collaborations, not least in the challenge of achieving one
FANUC, aiming to increase our corporate value.
Yokoi─FANUC’s basic principles of “Genmitsu (Strict Preciseness)” and “Tomei(Transparency)” are a wonderful choice of words and one that has supported theCompany’s growth thus far. Our goal moving forward will be to achieve the vision of
one FANUC through machines that will unlock the next generation and systems thatincorporate such machines, based on the ideas of unearthing new possibilities, developing innovative technologies, and innovation. We should also be aiming to become a company that will survive through to the future by contributing to the automation of the world’s factories and many other areas. We Outside Directors shallcontinue to discuss ways to achieve this and shall investigate matters thoroughly interms of ideals and reality.

one FANUC over the Medium- to Long-Term
Yokoi─Climate change, which is part of the Materiality, is also an issue requiringurgent attention. And, in order to help us meet the imposing targets demanded ofbusinesses, such as achieving carbon neutrality by 2050, I think that we must build
a robust organization and develop a medium- to long-tern plan that can be applied
across the entire Group.
Uozumi─This is a matter of environmental management. Generally speaking, what
is often done is the appointment of young people from various business divisions tobuild a project team who then formulate company-wide goals and schedules formeeting these goals, or a medium- to long-term plan, which is then broken down
for each business division. This is something that FANUC should be improving its efforts on from here on out.
Yamazaki─ One recent phenomenon we are seeing is the emergence of a riskthat consumers, particularly in Europe, will not use electricity or products unlessthey are produced in a more environmentally friendly way. This is something weshould address with absolute sincerity as it is something that is directly connectedto the performance of our businesses.

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Enhancing Corporate Governance
Basic Approach

Promotion Framework and Initiatives

FANUC has always worked on enhancing corporate governance based on our Basic
Principles of “Strict Preciseness” and “Transparency.” As we proceed in separating
our supervisory and executive functions, in order to further strengthen the supervisory functions of the Board of Directors and speed up management decisions, wetransitioned to a company with an Audit and Supervisory Committee, that allows us
to establish an Audit and Supervisory Committee consisting of the Directors who
are Audit and Supervisory Committee Members and to expand the delegation ofdecision-making authority for business execution from the Board of Directors to Directors. Thus, we are further endeavoring to enhance corporate governance and increase corporate value. In addition, FANUC has established the Nomination andRemuneration Committee, a majority of which comprises Independent Outside Directors, and is chaired by an Independent Outside Director. By increasing the objectivity and transparency of the appointment and evaluation of Directors, thiscommittee ensures the strict preciseness and transparency of supervisory functions
to management.

⃝ As a company with an Audit and Supervisory Committee, we have separated theBoard of Directors (supervisory function) from the management side (executivefunction) to maintain the independence of each.
⃝ Six of the eleven members of the Board of Directors are Independent Outside Directors, which account for majority of the Board of Directors.
⃝ We are promoting diversity initiatives in the Board of Directors, and our Board of
Directors includes three female directors and one non-Japanese director.
⃝ Three of the four Audit and Supervisory Committee Members are Outside Audit
and Supervisory Committee Members, one of whom is a woman.
⃝ We continue to periodically review the contents of the Board of Directors and the
Audit & Supervisory Committee from the perspectives of whether the independence of the Board of Directors and management is maintained, whether the effects
of diversity are evident, and whether discussions in the Board of Directors and the
Audit & Supervisory Committee are active, and make improvements as necessary.

Frequency of Board of Directors, Audit Committee Meetings and Nomination and Remuneration Committee

Corporate Governance System

Board of Directors（The majority are Outside Directors）

Elect

President

Nomination and Remuneration Committee(The majority are Outside Directors)（Chairperson : Outside Director）

Auditing Functions
Audit and Supervisory Committee(The majority are Outside Directors)

Accounting Auditor

Management
Meeting

Audit

Coordinate
Elect⃝ In addition to the Board of Directors meets once a month in principle, it also
meets as needed. (The Board of Directors held a total of 12 meetings in FY2022)⃝ Attendance of individual Directors at meetings of the Board of Directors and other meetings is as follows (FY2022).

Executive Functions

SuperviseInternal Audit Department

Audit

General Meeting of Shareholders

Elect

Supervisory Functions

Each Business
Division, etc

Audit

Each Subsidiary

Audit

Board of Directors
meetings

Audit & Supervisory Board
meetings

Nomination andRemuneration Committee

Kenji Yamaguchi

12 of 12-4 of 4

Yoshiharu Inaba

12 of 12-4 of 4

Michael J. Cicco

12 of 12--

Kazuo Tsukuda

12 of 12-4 of 4Masaharu Sumikawa

2 of 2-

1 of 1

Naoko Yamazaki

12 of 12-4 of 4

Hiroto Uozumi

10 of 10-3 of 3

Katsuo Kohari

12 of 1214 of 14-

Katsuya Mitsumura

12 of 1214 of 14-

Yasuo Imai

12 of 1214 of 14-

Hidetoshi Yokoi

12 of 1214 of 14-

Mieko Tomita

11 of 1213 of 142 of 2(Notes) 1. Masaharu Sumikawa retired at the 53rd Ordinary General Meeting of Shareholders of June 29, 2022, hence why
his attendance record and number of meetings held differs from those of other directors.
2. Hiroto Uozumi was newly appointed at the 5 3rd Ordinary General Meeting of Shareholders of June 2 9, 2 02 2,
hence why his attendance record and number of meetings held differs from those of other directors.

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Criteria for Independence of Outside Directors and Outside Audit & Supervisory Board Members

Directors’ Remuneration

With regard to Independent Outside Directors and Outside Audit & Supervisory
Board Members, the Company nominates candidates who do not have any certain
interest in the Company, and who can be expected to make frank comments without hesitation at Board of Directors meetings, etc. Furthermore, in order to ensure
such real independence, as minimum requirements, candidates must meet each ofthe following conditions.
1. Sales to the individual’s former workplace (organization) from the Company will
be under 2% of the consolidated sales of the Company, and sales to the Company from the individual’s former workplace will be under 2% of the consolidated
sales of the individual’s former workplace.
2. The Company must not have any loans from the company from which the candidate comes (if the candidate comes from a bank.)
3. The Company must not have any important transactions such as advisory contracts with the candidate or the firm he works for (if the candidate is a lawyer orother professional.)
4. The candidate must not come from the audit firm that is the Company’s Accounting Auditor.
5. There must be no other particular reasons that could give rise to a conflict of interest with the Company.
6. The candidate must not be the spouse or a relative within the second degree ofanyone who does not meet the above conditions 1 through 5

1. Matters concerning the Policy for Determining the Details of Remunerations for
Individual Directors
The Company has established a policy for determining the details of remunerations
for individual Directors (excluding the Directors who are Audit and Supervisory
Committee Members; the same applies hereinafter in this paragraph) (hereinafter,“Policy”) in place as outlined below: (Resolved at a meeting of the Company’s Boardof Directors held on June 24, 2021)⃝ Fixed remunerations shall be determined according to the position of each Director.
⃝ Performance-based remunerations shall be linked to the current net income attributable to the shareholders of the parent company as in the case of shareholder return in principle.
⃝ Stock-based remuneration shall be provided as remuneration of restricted stock,
taking various factors, such as the degree of contribution of the Director, into
consideration in a comprehensive manner.
⃝ Remuneration for Directors comprises fixed remuneration, performance-based remuneration and stock-based remuneration whose ratios shall be set considering
his/her position, responsibility, performance, etc., in a comprehensive manner.
⃝ Remuneration of Outside Directors shall comprise fixed remuneration only.
The Policy shall be determined by a resolution of the Board of Directors.
The performance indicator selected as the basis for calculation of amounts of performance-based remuneration is net income attributable to owners of parent. This
performance indicator was chosen so that Directors (except for Directors who are
Audit and Supervisory Committee Members) could share with shareholders the benefits of upturns in performance and the risks of downturns in performance. Position,
duties and other factors are comprehensively considered in the calculation of theamounts of performance-linked remuneration.
Furthermore, the actual performance of the indicator relating to performance-linked
remuneration for fiscal 2022 was net income attributable to owners of parent of¥155.3 billion in fiscal 2021. Performance-linked remuneration is not tied to the degree to which targets for indicators relating to performance-linked remuneration aremet, and so therefore we did not set any targets for indicators relating to performance-linked remuneration.
As for remunerations for the Directors who are Audit and Supervisory Committee
Members, the amount of remuneration for the individual Directors who are Audit
and Supervisory Committee Members shall be determined by consultation among
the Directors who are Audit and Supervisory Committee Members.

Nomination and Remuneration Committee
With respect to appointment and dismissal and remuneration, etc. of Directors, wehave established the Nomination and Remuneration Committee, the majority ofwhich is composed of Independent Outside Directors, to secure the objectivity andtransparency, etc. of procedures through the deliberation by this Committee.
〈Member〉
Outside Director Naoko Yamazaki (Chairman)
Outside Director Hiroto Uozumi
Outside Director Yoko Takeda
Outside Director who is an Audit and Supervisory Committee Member Mieko Tomita
Director, Chairman Yoshiharu Inaba
Representative Director, President, CEO Kenji Yamaguchi

2. Matters concerning Resolution of Shareholdersʼ Meeting on Remunerations forthe Directors
With respect to the aggregate amount of remunerations for the Directors (excluding
the Directors who are the Audit and Supervisory Committee Members), it wasapproved at the 52nd Ordinary General Meeting of Shareholders held on June 24,50

Sustainability

Profile2021 that it shall be capped at the sum of (a) the fixed remuneration limit and (b)the performance-based remuneration limit specified below. Further, it was also approved that, in addition to (a) and (b), (c) stockbased remuneration may be provided to the Directors except for the Outside Directors.
⃝ (a) Fixed remunerations of 800 million yen or less annually (including 100 million
yen or less annually for the Outside Directors);⃝ (b) Performance-based remunerations of an amount equivalent to 0.7% or less ofthe current net income attributable to the shareholders of the parent company
for the fiscal year immediately preceding the Meeting of Shareholders at which
they are appointed or reappointed (but not exceeding an amount equivalent tothree years of fixed remunerations);⃝ (c) The aggregate amount of monetary remuneration claims provided as stockbased remuneration (remuneration regarding restricted stock, etc.) shall be 350
million yen or less annually. Total number of such restricted stocks allotted foreach fiscal year shall be capped at 28,000 shares.
As of the conclusion of the Ordinary General Meeting of Shareholders, the number
of Directors (excluding the Directors who are the Audit and Supervisory Committee
Members) is six (6), and it is three (3) excluding the Outside Directors. As for the aggregate amount of remunerations for the Directors who are the Audit and Supervisory Committee Members, it was approved at the 52nd Ordinary General Meetingof Shareholders held on June 24, 2021 to be capped at 200 million yen annually.
As of the conclusion of the Ordinary General Meeting of Shareholders, the number
of Directors who are Audit and Supervisory Committee Members is five (5).

Value Creation

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Data Section

2. Evaluation Process
The evaluation for the current fiscal year was conducted based on insights given
by external consultants for the purpose of understanding issues recognized byeach director related to issues to be addressed, for example, matters deemed
key to the effective fulfillment of roles and responsibilities of the Board of Directors (such as the structure and management of the Board of Directors and discussions on strategies), and also for the purpose of objectively confirming whether
the Board of Directors is effectively fulfilling its role as expected by our shareholders and other stakeholders.
In the evaluation, external consultants conducted a questionnaire survey and interviews of all directors, and then based on the results of analysis compiled bythose consultants, our Board of Directors conducted reporting and discussions.
3. Summary of Evaluation Results
Considering the results of analysis compiled by external consultants, our Board of
Directors analyzed and evaluated the effectiveness of the Board of Directors as
follows:- Considering the current business environment facing company, our Board of Directors is particularly expected to “supervision of execution” and “presentationof opinions and multi-dimensional discussions about, for example, issues thatare key to execution and issues that are deemed important by stakeholders.”
The fact that our Board of Directors is composed of an ideal number of directors for holding discussions to fulfill these functions was highly rated. High ratings were also given to, among others, the diversity of Board members and theirrich experience as well as the active discussions that are conducted based on arelationship of mutual trust between the supervisory and execution sides. Accordingly, our Board of Directors was confirmed as functioning effectively.
- On the other hand, it was understood that in order to further enhance effectiveness of the Board of Directors, we need to prioritize the following points.
(i) Supervision of the performance of duties by the execution side and presentation of opinions to strengthen the organizational structure to respond to
significant changes in the external environment.
(ii) Supervision of the performance of duties by the execution side and presentation of opinions to create a corporate culture and atmosphere that respect
the spirit of challenge for sustainable growth of the Company
Our Board of Directors will constructively address these matters and aim to contribute to sustainable growth of the Company.

3. Matters concerning Determination on the Details of Remunerations for Individual Directors(excluding the Directors who are the Audit and Supervisory Committee Members)
When reviewing remuneration standards, the Company selects benchmark companies
and also refers to remuneration standards that takes into consideration results of surveys conducted by external third-party professional organizations. At the Company, theBoard of Directors then determines the details of the amount of remunerations for the
Directors (excluding the Directors who are the Audit and Supervisory Committee Members) after consultation with the Nomination and Remuneration Committee majority ofwhich are independent Outside Directors and chaired by an Outside Director. Since
the amounts of remunerations for individual Directors are determined through suchprocedures, the Board of Directors judges that their details are in line with the Policy.

Analysis and Evaluation of Board of Directors EﬀectivenessConstructive Dialogue with Shareholders

1. Evaluation Policy
In order to provide indispensable values throughout the world and to continue tobe a company that is trusted by all stakeholders, we place great importance on
corporate governance and thoroughly adhere to our basic principles, “Genmitsu(Strict Preciseness) and Tomei(Transparency),” making every effort to further
strengthen supervisory functions, expedite decisions on business execution andimprove management efficiency. As part of this effort, we evaluate the effectiveness of the Board of Directors every year.

We have a Public Relations & Shareholder Relations Department to serve as a pointof contact in relation to constructive dialogue with shareholders, and we are taking
the following actions.
1. Overview of Public Relations & Shareholder Relations Department
We think we should promote dialogue with shareholders, for the sustainablegrowth of the Company and the medium and long-term enhancement of corporate
value, while putting emphasis on our core business. We have a Public Relations &51

Sustainability

ProfileShareholder Relations Department, as a section responsible for the promotion of
constructive dialogue with shareholders both within and outside Japan.

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3. Cancellation of treasury shares
We limit the number of our treasury shares to 5% of the total number of sharesissued. As a general rule, we will cancel any portion exceeding that limit every
fiscal year.

2. Policy on Promotion of Constructive Dialogue with Shareholders
The Public Relations & Shareholder Relations Department works on the following
as measures for the promotion of constructive dialogue with shareholders.
(1) Dialogue with Shareholders
The Public Relations & Shareholder Relations Department actively promotes
dialogue by providing shareholders with opportunities to participate in various meetings, factory tours, etc. Dialogues are lively, except that informationthat is likely to be regarded as insider information or may interfere with ourbusiness activities is not discussed.
(2) Opinions, etc. Provided in Dialogue
To promote the sustainable growth of our Company and the medium andlong-term enhancement of corporate value, we will make efforts to utilize
opinions, etc., provided by shareholders through such dialogues.

Share Buyback
FANUC CORPORATION resolved the buyback of its common shares for the period
from April 1, 2022 to March 31, 2023, with the maximum total buyback amount of
50 billion yen.
However, as a result of the share buybacks made over the relevant period while taking stock market trends into consideration, FANUC CORPORATION has completed
the buyback of approximately 25 billion yen of its common shares, but has notreached the limit of 50 billion yen.
Therefore, FANUC CORPORATION resolved the buyback of its common shares inorder to continue the buyback of the remaining 25 billion yen of its common shares.

Measures to Vitalize the General Shareholder Meetings and Smooth Exercise of Voting Rights
1. Early Notification of General Shareholder Meeting
The Notice of the General Shareholders’ Meeting and reference materials aresent approximately three weeks prior to the date of the meeting. The Notice of
the General Shareholders’ Meeting and reference materials are posted on our
website in both English and Japanese approximately four weeks prior to the dateof the meeting.
2. Exercise of Voting Rights by Electronic Methods
Shareholders can cast their votes from the website for exercise of voting right for
General Meeting of Shareholders.
3. Participation in Electronic Voting Platform
We have adopted the use of Electronic Voting Platform for Foreign and Institutional Investors operated by ICJ, Inc.
4. Provision of Convocation Notice in English
We prepare an English version of documents, including the Notice of General
Shareholders’ Meeting, which is posted to our website approximately four weeks
prior to the date of the meeting.

Class of shares for buyback

Common shares

Total number of shares for buyback

Up to 6.25 million shares

Aggregate amount of shares for buyback

Up to 25 billion yen

Buyback Period

April 1, 2023 - March 31, 2024

Cancellation of Treasury Shares
Date of cancellation

Number of shares to becancelled% of the shares outstanding
before cancellation

May 31, 2023

6,472,996 shares

0.64%

Dividend payout ratio and total return ratio■Dividend ■Share buyback amountMillions of yen

Total return ratio

Basic Policy on Return of Profit to Shareholders▪120

200,000▪

▪100

150,000▪

Our basic policy for distributing profits to shareholders is as follows:
1. Dividends
We have set a dividend payout ratio of 60% as our basic policy.
2. Share buybacks
We will buy back our own shares in a flexible manner depending on the level ofour stock price, taking into account the balance with our investments for growth.

▪80
▪60

100,000▪

▪40

50,000▪
0

52

%

▪140

250,000▪

▪20
March 31,2016

March 31,2017

March 31,2018

March 31,2019

March 31,2020

March 31,2021

March 31,2022

March 31,2023

0

Data Section

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Data Section

Consolidated Financial Statements
Consolidated Statement of Income (unit: Millions of yen）

Consolidated Statement of Comprehensive Income (unit: Millions of yen）

Years ended March 31

Years ended March 31

Net sales

2023

2022
¥

Cost of goods sold

733,008¥437,374

851,956

Net income

526,549

Other comprehensive income

Gross profit

295,634

325,407

Selling, general and administrative expenses

112,394

134,048

Operating income

183,240

191,359

Non-operating income
Interest income

2,055

3,840

Dividends income

1,137

1,921

Equity in earnings of affiliates

23,12632,371

Miscellaneous income

5,956

5,093

Total non-operating income

32,274

43,225Non-operating expenses

Removal expenses of noncurrent assets

644

1,287

Loss on sales and retirement of noncurrent assets

410

1,182

Donations

397

307

Litigation settlement

288－

Miscellaneous expenses
Total non-operating expenses
Ordinary income

380

481

2,119

3,257

213,395

231,327

Extraordinary losses
Loss from money transfer scam at foreign subsidiary
Impairment loss

478

－

－

1,224

Total extraordinary losses

478

1,224

Income before income taxes

212,917230,103

Income taxes-current

57,721

66,853

Income taxes-deferred(3,294)(10,664)

Total taxes and others

54,42756,189Net income

158,490

173,914

3,217

3,327

Net income attributable to non-controllinginterests
Net income attributable to owners of parent¥

155,273

¥

2023

2022
¥

158,490¥

173,914

Valuation difference on availablefor-sale securities(1,706)(1,486)

Foreign currency translation adjustment

30,96926,277

Remeasurements of defined benefit plans

2,414

(827)

Share of other comprehensive income ofaffiliates accounted for using equity method

11,0905,762

Total other comprehensive income
Comprehensive income

29,72642,767¥201,257¥

203,640

Comprehensive income attributable to:
Owners of parent
Non-controlling interests

170,58753

196,917200,124

4,340

3,516

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Data Section

Consolidated Balance Sheet (unit: Millions of yen）
Years ended March 31

2023

2022

Years ended March 31

AssetsCurrent assets
Cash and bank deposits

2023

2022

Liabilities¥

423,515¥

Notes receivables, trade25,707

24,824

Accounts receivable, trade124,488

137,961

Marketable securities

177,700

16,700Finished goods

114,228

157,888

Work in progress

80,006

92,098Raw materials and supplies

55,330100,591

Other current assets

14,996

20,549Allowance for doubtful accounts(1,024)(1,399)1,014,946

1,061,740

Total current assets

Current liabilities

512,528

Notes and accounts payables, trade¥

49,473¥56,935

Accrued income taxes

37,57225,736Warranty reserves

10,73911,222Other current liabilities

79,81890,062

Total current liabilities

177,602

183,955

51,69355,201Long-term liabilities
Net defined benefit liability
Other long-term liabilities

4,790

6,825

Total long-term liabilities

56,48362,026

234,085

245,981

Common stock

69,01469,014

Capital surplus

96,082

96,265

Total liabilities

Noncurrent assets

Net assets

Property, plant and equipment

Shareholders’ equity

Buildings, net

326,459

325,102

Machinery and equipment, net

56,66555,089Land

155,369

158,055

Construction in progress

24,292

33,102Retained earnings

1,441,559

1,515,662

Other, net

15,34817,348Treasury stock, at cost(105,950)(130,206)

Total property, plant and equipment

578,133

588,696

8,933

10,855

Total shareholders’ equity

1,500,705

1,550,735

Accumulated other comprehensive income

Investment securities

135,709

159,500

Valuation difference on availablefor-sale securities

15,204

13,718Deferred tax assets

34,607

46,461

Foreign currency translation adjustment

36,08767,937

Net defined benefit asset

7,809

5,444

Remeasurements of defined benefit plans(16,187)(17,014)

Others

4,252

1,302

Allowance for doubtful accounts

(425)

(462)

Total accumulated other comprehensive
income35,10464,641

Total investments and other assets

181,952

212,245

14,07012,179769,018

811,796

1,549,879

1,627,555

Intangible assets
Investments and other assets

Total noncurrent assets
Total assets¥

1,783,964¥

Non-controlling interests
Total net assets
Total liabilities and net assets

1,873,536

54¥

1,783,964¥

1,873,536

Data Section

ProfileValue Creation

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Data Section

Consolidated Statements of Changes in Net Assets (unit: Millions of yen）
Year ended March 31, 2022 (April 1, 2021 - March 31, 2022)
Shareholders’ equity
Commonstock
Balance at March 31, 2021

69,014

Capitalsurplus95,995Retainedearnings

Treasurystock, atcost

1,373,018(106,008)

Accumulated other comprehensive income
NonTotal
Valuation difference Foreign currency Remeasurements Total accumulated controllingshareholders’ on available-for-sale translationof definedother comprehensive interests
equitysecurities
adjustment
benefit plansincome1,432,019

16,910(4,849)(18,601)(6,540)10,075

Total net
assets1,435,554

Changes during the year:
Dividends of surplus(86,732)

Net income attributable to owners of parent

155,273

Purchase of treasury stock(86,732)(86,732)

155,273

155,273

(234)

(234)

(234)

Disposal of treasury stock

220

159

379

379

Retirement of treasury stock

(133)

133

ー

ー

Net change except shareholders’ equity during the year
Total changes during the year
Balance at March 31, 2022ー

(1,706)40,9362,414

41,644

3,995

45,639ー

87

68,541

58

68,686(1,706)40,9362,414

41,644

3,995

114,325

69,01496,082

1,441,559(105,950)

1,500,705

15,20436,087(16,187)

35,104

14,0701,549,879

Accumulated other comprehensive income
NonTotal
Valuation difference Foreign currency Remeasurements Total accumulated controllingshareholders’ on available-for-sale translationof definedother comprehensive interests
equitysecurities
adjustment
benefit plansincomeTotal net
assetsYear ended March 31, 2023 (April 1, 2022 - March 31, 2023)
Shareholders’ equity
Commonstock
Balance at March 31, 2022

69,014

Capitalsurplus96,082Retainedearnings

Treasurystock, atcost

1,441,559(105,950)

1,500,705

15,20436,087(16,187)

35,104

14,0701,549,879

Changes during the year:
Dividends of surplus(96,484)(96,484)(96,484)

Net income attributable to owners of parent

170,587

170,587

170,587(24,439)(24,439)(24,439)

183

366

366

－

－

Purchase of treasury stock
Disposal of treasury stock

183

Retirement of treasury stock
Net change except shareholders’ equity during the year
Total changes during the year
Balance at March 31, 2023－

(1,486)31,850(827)

29,537(1,891)

27,646

ー

183

74,103(24,256)

50,030(1,486)31,850(827)

29,537(1,891)

77,67669,01496,265

1,515,662(130,206)

1,550,735

13,71867,937(17,014)64,641

12,1791,627,555

55

Data Section

ProfileValue Creation

Sustainability

Data Section

Consolidated Statement of Cash Flows (unit: Millions of yen）
Years ended March 31

2023

2022

Years ended March 31

Cash flows from operating activities

2023

2022

Cash flows from investing activities
230,103

Payments into time deposits

47,07749,189Proceeds from withdrawal of time deposits

12,012

44,483－

1,224

Purchases of property, plant, and equipment(34,363)(47,066)

Increase (decrease) in allowance for
doubtful accounts

195

355

Other

(2,379)(5,415)

Increase (decrease) in net defined
benefit liability

Net cash used in investing activities(53,929)(77,998)

1,851

3,053

(Increase) decrease in net defined
benefit asset(2,232)

3,105Interest and dividend income(3,192)(5,761)(234)(24,436)

Equity in (earnings) losses of affiliates(23,126)(32,371)

Dividends paid

(86,799)(96,485)(Increase) decrease in receivables, trade(14,498)(3,375)Other(2,121)(7,003)(Increase) decrease in inventories(74,740)(91,119)

Net cash used in financing activities(89,154)(127,924)

Increase (decrease) in payables, trade

2,758

4,632

Other

12,445

1,027

Effect of exchange rate changes oncash and cash equivalents

14,238

8,715

Subtotal

159,455

160,062(3,264)(97,702)

8,056

17,546

Net increase (decrease) in cash andcash equivalents(43,332)(78,480)

Cash and cash equivalents at beginningof year577,919574,655

1,402

377

Cash and cash equivalents at end of year

Income before income taxes¥

Depreciation and amortization
Impairment losses

Interest and dividends received
Income taxes paid
Other
Net cash provided by operating activities¥

212,917

125,581¥¥¥(29,199)¥(70,000)

Cash flows from financing activities
Purchases of treasury stock

99,505

56¥574,655¥

476,953

Data Section

ProfileValue Creation

Sustainability

Data Section

Corporate Profile
OutlineMatters Concerning the Shares of the Company （Years ended March 31）

Company Name

FANUC CORPORATION

Established1972

Principal Sites

Head office

Oshino-mura, Minamitsuru-gun, Yamanashi
Prefecture

Research andDevelopment

Oshino-mura and Yamanakako-mura,
Minamitsuru-gun, Yamanashi Prefecture

Branches

Hino Branch (Hino City), Nagoya Branch(Komaki City), Osaka Branch (Osaka City),
Hokkaido Branch (Ebetsu City), Tohoku
Branch (Sendai City), Tsukuba Branch(Tsukuba City), Maebashi Branch (MaebashiCity), Echigo Branch (Mitsuke City), Hakusan
Branch (Hakusan City), Chugoku Branch(Okayama City), Hiroshima Branch(Hiroshima City), Kyushu Branch (Kikuyomachi, Kikuchi-gun, Kumamoto Prefecture)

Factories

Training

Principal
Subsidiaries

FANUC America Corporation, FANUC Europe Corporation,
KOREA FANUC CORPORATION, TAIWAN FANUCCORPORATION, FANUC INDIA PRIVATE LIMITED, SHANGHAIFANUC Robomachine CO., LTD., FANUC PERTRONICS LTD,FANUC SERVO LTD

Principal AffiliatedCompanies

Total number of issued shares

201,909,397 shares

Number of shareholders

55,455Name

FANUC ACADEMY (Oshino-mura,
Minamitsuru-gun, Yamanashi Prefecture)

The Company 4,515
The FANUC Group 9,432

400,000,000 shares

The ten largest shareholders:

Headquarters Factory (Oshino-mura andYamanakako-mura, Minamitsuru-gun,
Yamanashi Prefecture), Mibu Factory (Mibumachi, Shimotsuga-gun, Tochigi Prefecture),
Tsukuba Factory (Chikusei City), Hayato
Factory (Kirishima City)

Number of
employees

Total number of shares authorized to be issued by the Company

Number ofPercentage of equity
sharesparticipation(In thousands)(%)

The Master Trust Bank of Japan, Ltd.
(Trust Account)

45,972

24.1

Custody Bank of Japan, Ltd. (Trust Account)

19,678

10.3

Citibank, N.A. - NY, as Depositary Bank for
Depositary Shareholders

4,518

2.4

JPMorgan Chase Bank 380055

4,273

2.2

State Street Bank West Client - Treaty 505234

3,497

1.8

SSBTC Client Omnibus Account

3,365

1.8

BNYM AS AGT/CLTS NON TREATY JASDEC

3,012

1.6

The Bank of New York Mellon 140042

2,888

1.5

JPMorgan Chase Bank 385781

2,564

1.3

State Street Bank and Trust Company 505103

2,200

1.2

Note: The percentages of equity participation are calculated after subtracting the number of treasury shares(11,325 thousand shares) from the total number of issued shares.

BEIJING-FANUC Mechatronics CO., LTD., SHANGHAI-FANUC
Robotics CO., LTD.

57

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国内サービス拠点
本社

北海道支店〒069-0832 北海道江別市西野幌114-6
Tel.（011）385-5080/Fax.5084（代）〒924-0071 石川県白山市徳光町2394-15
Tel.（076）276-2044/Fax.2062（代）

白山支店

壬生工場

日野支社

東北支店

中国支店

筑波工場

〒401-0597 山梨県南都留郡忍野村忍草3580
Tel.（0555）84-5555/Fax. 5512（代）〒191-8509 東京都日野市旭が丘3-5-1
Tel.（042）584-1111/Fax.589-8899（代）〒981-3206 宮城県仙台市泉区明通4-5-1
Tel.（022）378-7756/Fax.7759（代）〒701-0165 岡山県岡山市北区大内田834
Tel.（086）292-5362/Fax.5364（代）

名古屋支社

筑波支店

〒305-0856 茨城県つくば市観音台1-25-1
Tel.（029）837-1161/Fax.1165（代）〒732-0032 広島県広島市東区上温品1-7-3
Tel.（082）289-7972/Fax.7971（代）

名古屋サービスセンタ

前橋支店

九州支店

越後支店

FANUC ACADEMY〒485-0077 愛知県小牧市西之島1918-1
Tel.（0568）73-7810/Fax.3799（代）〒485-0802 愛知県小牧市大草5409-2
Tel.（0120）240-716/Fax.833（FA）
Tel.（0120）240-613/Fax.673（ロボット、ロボマシン）〒371-0846 群馬県前橋市元総社町521-10
Tel.（027）251-8431/Fax.8330（代）大阪支店〒954-0111 新潟県見附市今町7-17-38
Tel.（0258）66-1101/Fax.1141（代）〒559-0034 大阪府大阪市住之江区南港北1-3-41
Tel.（06）6614-2110/Fax.2121（代）〒321-0234 栃木県下都賀郡壬生町大字羽生田
3101

筑波１区

〒300-4522 茨城県筑西市向上野1500-2

広島支店

筑波２区

〒300-4541 茨城県筑西市松原284-4

隼人工場〒869-1196 熊本県菊池郡菊陽町津久礼2522-13
Tel.（096）232-2121/Fax.3334（代）〒899-5116 鹿児島県霧島市隼人町内2277〒401-0597 山梨県南都留郡忍野村忍草3580
Tel.（0555）84-6030/Fax.5540

海外サービス拠点■ The Americas

FANUC America Corporation

Detroit, U.S.A. Tel.（1）248-377-7000
Chicago, U.S.A. Tel.（1）847-898-5000
ROBOT and ROBOT system development, manufacture, sales
and services; CNC, LASER and ROBODRILL sales and services■ Europe

FANUC Europe Corporation, S.A.

Luxembourg Tel.（352）72-7777-1
CNC, LASER, ROBOT and ROBOMACHINE sales and services;
ROBOT system development, manufacture, sales and services■ AsiaBEIJING-FANUC Mechatronics CO., LTD.

Beijing, China Tel.（86）10-6298-4726
CNC manufacture, sales and services; LASER sales and services

SHANGHAI-FANUC Robotics CO., LTD.
SHANGHAI-FANUC ROBOMACHINE CO., LTD.

Shanghai, China Tel.（86）21-5032-7700
ROBOT system development, manufacture, sales and services;
ROBOT and ROBOMACHINE sales and services

KOREA FANUC CORPORATION

PT. FANUC INDONESIATAIWAN FANUC CORPORATIONFANUC SINGAPORE PTE. LTD.

Changwon City, Korea Tel.（82）55-278-1200
CNC, LASER, ROBOT, ROBOT system and ROBOMACHINE sales
and services
Taichung, Taiwan Tel.（886）4-2359-9101
CNC manufacture, sales and services; LASER, ROBOT and
ROBOT system sales and services

FANUC INDIA PRIVATE LIMITED

Bangalore, India Tel.（91）80-2852-0057
CNC manufacture, sales and services; ROBOT system development, manufacture, sales and services; LASER, ROBOT and
ROBOMACHINE sales and services

FANUC THAI LIMITED

Bangkok, Thailand Tel.（66）2-714-6111
CNC, ROBOT, ROBOT system and ROBOMACHINE sales andservices; LASER services

FANUC MECHATRONICS（MALAYSIA）SDN. BHD.

Kuala Lumpur, Malaysia Tel.（60）3-3082-1222
CNC, ROBOT, ROBOT system and ROBOMACHINE sales andservices; LASER services

58

Jakarta, Indonesia Tel.（62）21-4584-7285
CNC, ROBOT, ROBOT system and ROBOMACHINE sales andservices; LASER services
Singapore Tel.（65）6-220-3911
CNC, LASER, ROBOT and ROBOMACHINE sales and services

FANUC PHILIPPINES CORPORATION

Manila, Philippines Tel.（63）49-546-0178（63）49-546-0179
CNC, LASER, ROBOT and ROBOMACHINE services

FANUC VIETNAM COMPANY LIMITED

Ho Chi Minh, Vietnam Tel.（84）28-7309-7970
CNC, LASER, ROBOT and ROBOMACHINE services

FANUC OCEANIA PTY. LIMITED

Sydney, Australia Tel.（61）2-8822-4600
CNC, LASER, ROBOT and ROBOMACHINE sales and services■ South Africa

FANUC SOUTH AFRICA（PROPRIETARY）LIMITED

Johannesburg, South Africa Tel.（27）11-392-3610
ROBOT system development, manufacture, sales andservices; CNC, ROBOT, ROBODRILL and ROBOCUT sales andservices; LASER services

Data Section

ProfileValue Creation

Sustainability

Data Section

External Recognitions
Inclusion in Major ESG Stock Indexes

Sustainability Assessment⃝ FTSE Blossom Japan Index⃝ MSCI Japan ESG select leaders index⃝ FTSE4Good Global Index⃝ MSCI Japan SRI Indexes⃝ FTSE Blossom Japan Sector Relative Index⃝ S&P/JPX carbon eﬃcient index（2020〜）（2021〜）（2022〜）（2022〜）（2022〜）（2018〜）⃝ MSCIIn 2023, Fanuc received a MSCI ESG rating of AAA.

THE USE BY FANUC CORPORATION OFANY MSCI ESG RESEARCH LLC OR ITSAFFILIATES (“MSCI”) DATA, AND THE USE OF MSCI LOGOS, TRADEMARKS, SERVICEMARKS OR INDEX NAMES HEREIN, DO NOT CONSTITUTE A SPONSORSHIP,
ENDORSEMENT, RECOMMENDATION, OR PROMOTION OF FANUC CORPORATIONBY MSCI. MSCI SERVICES AND DATA ARE THE PROPERTY OF MSCI OR ITSINFORMATION PROVIDERS, AND ARE PROVIDED ‘AS-IS’ AND WITHOUT WARRANTY.
MSCI NAMES AND LOGOS ARE TRADEMARKS OR SERVICE MARKS OF MSCI.

⃝ CDP

In 2022, FANUC was evaluated “A-” in the Climate Change program and “B” in the Water
Security program by the CDP.

⃝ Sustainalytics
FTSE Russell confirms that FANUC CORPORATION has been independently assessed according to the index criteria, and has satisfied the requirements to become a constituent of the FTSE4Good, the FTSE Blossom Japan Index and theFTSE Blossom Japan Sector Relative Index. Created by the global index and data
provider FTSE Russell, the FTSE4Good, the FTSE Blossom Japan Index and theFTSE Blossom Japan Sector Relative Index are designed to measure the performance of companies demonstrating strong Environmental, Social and Governance(ESG) practices. The FTSE4Good, the FTSE Blossom Japan Index and the FTSE
Blossom Japan Sector Relative Index are used by a wide variety of market participants to create and assess responsible investment funds and other products.

THE INCLUSION OF FANUC CORPORATION IN ANY MSCI INDEX, AND THE USE
OF MSCI LOGOS, TRADEMARKS, SERVICE MARKS OR INDEX NAMES HEREIN,
DO NOT CONSTITUTE A SPONSORSHIP, ENDORSEMENT OR PROMOTION OF
FANUC CORPORATION BY MSCI OR ANY OF ITS AFFILIATES. THE MSCIINDEXES ARE THE EXCLUSIVE PROPERTY OF MSCI. MSCI AND THE MSCI INDEXNAMES AND LOGOS ARE TRADEMARKS OR SERVICE MARKS OF MSCI OR ITSAFFILIATES.

Endorsement of Initiatives⃝ The Task Force on Climate-Related Financial Disclosures (TCFD)

FANUC expressed its support for the Task-Force on Climate-related Financial Disclosures and its recommendationsin December 2021.

In Oct. 2022, FANUC CORPORATION received an ESG Risk Rating of 25.9 and was assessed by Sustainalytics to be at Medium risk of experiencing material financial impacts from ESG
factors.

Evaluation of Innovation⃝ SBT (Science based targets)

Targets to reduce GHG emissions by FY 2030 are certified by
the SBT (Science Based Targets) initiative.

59⃝ Clarivate Top 100 Global Innovator 2023
FANUC has been selected as one of the top
100 global innovators for 2022 by the global
leader in providing information and analytics,
Clarivate Plc, on February 24, 2022.
FANUC has also been recognized in 2012 and2013, making this the fourth time the Company
has received this honor.

3580, Shibokusa, Oshino-mura, Minamitsuru-gun, Yamanashi, 401-0597, JAPANhttps://www.fanuc.co.jp/eindex.html
TEL 0555-84-5555 FAX 0555-84-5512

3580, Shibokusa, Oshino-mura, Minamitsuru-gun, Yamanashi, 401-0597, JAPANhttps://www.fanuc.co.jp/eindex.html
TEL 0555-84-5555 FAX 0555-84-5512

INTEGRATED REPORT 2023
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