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Human Resource Development

We consider the development of human resources and employee education as key management priorities, and are working to develop employees who can support a truly global ICT company.

Securing and Maintaining Excellent Human Resources

Akio UekuriHead of Corporate Affairs & Human Resource Unit
Akio Uekuri

The Fujitsu Group has established its Company-wide Human Resources Strategy Committee, with members comprised of Corporate Executive Vice Presidents and higher-level management to discuss Fujitsu's human resources approach for implementing its vision and business strategies.

The committee considers issues concerning next-generation leaders and global human resource development, talent management, and training programs that are appropriate for changes in our business environment, and is open to the contributions of overseas human resources in its deliberations.

Selecting excellent human resources, having employees engage in action learning, and providing challenging assignments are the cornerstones of training. To make the uniform implementation of this approach possible at the global level, we are working to build global human resources foundation that provides a unified base for compensation systems that differ by country.

Fujitsu has adopted an evaluation system the aim of which is to enhance the expertise of individual employees and develop human resources capable of adapting to change. With this system, we perform two types of human resource evaluations. One is the Performance Evaluation, which helps employees rise to the challenge of achieving difficult goals. The other is the Competency Evaluation, which assesses individual employee success in attaining required capabilities and helps them build careers over the medium-to-long term. We have also created internal recruiting and FA systems that allow employees to choose their own career directions, and are intended to continuously boost employee motivation and achieve optimal human resource deployment.

Developing Global Business Leaders

The Fujitsu Group founded the Global Knowledge Institute (GKI) in 1999. GKI provides a system of programs to develop global leaders who ask "What is good for society?" in pursuing the common good. GKI programs put potential next-generation business leaders through intensive intellectual polishing. As of the end of FY 2012, training programs have been completed by a total of 918 potential future business leaders, including 335 from overseas. Summaries of two programs given in FY 2012 are given below.

  1. Promotion of diversity among next-generation leaders by strengthening ties with overseas business sites
    In the program for developing future managers, the GKI/Advanced Course, the number of participants from overseas Group companies was increased. This raised the total number of class participants to the highest it has ever been and made it possible for future leaders from various backgrounds to engage in a discussion of "the common good and Fujitsu's role" from a wide array of perspectives. Furthermore, by enabling the networking future leaders across geographic boundaries, the program succeeded in forming a foundation from which Fujitsu can pursue the common good through its business activities.
  2. Enhancement of the quality and scope of business leaders through continuous nurturing
    The GKI/Development course, for which participants are selected from among young manager-class employees in Japan, aims to nurture leaders who will create new businesses and lead the transformation of business structures. In FY 2012, participants got hands-on experience in fields outside the ICT industries and conducted overseas studies focusing on the U.S. and Singapore. As a result, program participants were able to gain a real sense and understanding of the high-level concept of solving social and business issues through the power of ICT.

System of Leadership Development Programs

Developing Human Resources with a Global Viewpoint

One point of the Fujitsu Group's growth strategy is to accelerate the process of true globalization and to be a truly global ICT company. In order to develop global human resources who can carry out this strategy, we created a global business leader training program and the following training and human resource development systems.

  1. Learning Language and Communication to Improve Literacy and Minds
    Within Japan, we continue to work to improve our employees' language abilities, focusing on English. Our initial aim with new employees is for all of them to achieve a 600 TOEIC score. Employees not only study language intensively but also learn methods of language study that will lead to continuing improvement in ability through personal development. In addition to language skills, training that encourages employees to develop attitudes accepting of other cultures, and communication and management skills, are incorporated in the programs.
    Furthermore, we offer support programs for foreign employees working in Japan, to improve their Japanese language capability and daily living. These programs support not only the employees themselves but also their supervisors and colleagues.
  2. New Employees Become Global Human Resources through Experience
    We operate a foreign rotation system (Global Exchange Program) for younger employees, which started in FY 2008. In this system, younger employees are sent overseas for a period of two to five years. In FY 2012, we also implemented our "Global Competency Development Program" targeted at younger employees in their twenties. This consists of three categories: global mindset, communication capability development, and short-term overseas experience. About 50 employees participated in this program.
    In addition, as an initiative targeting young executives, we launched, in FY 2011, a "Global Practical Wisdom Leadership Development Program" for young managers in which participants learn global leadership from direct experience, interactions with other cultures, and actual models. In this program, we aim to actuate the ability to compete on the global stage through experiences that expand the participants' capacity. This program is based on three months of concentrated training and an 18-month apprenticeship model. In FY 2012, program participants, including employees from overseas, numbered 9 in all, the same number as in FY 2011.

In formulating the various measures used to develop global human resources, will remain cognizant of a broad range of job positions. These run the gamut from those held by people early in their careers to management positions, and consider Japanese staff assigned to overseas positions and people of foreign citizenship working in Japan. Furthermore, we consider a diversity of perspectives and approaches, such as links between Japan and locations overseas, and factors like formal education and experience.

Strengthening Baseline Training (Supporting Career Development with Links to the Chrysostom)

We have formulated a "Manager's Profile" that embodies our ideal for this class of employee and "Competency Grade Requirements" for general employees. The "Manager's Profile" and "Competency Grade Requirements" (introduced in FY 2011) underpin Fujitsu's current career advancement scheme, outlining both directions to work toward and the skills that should be acquired along the way. While keeping in mind their own career trajectory, employees can utilize the profile and requirements to guide their skill development efforts on a day-to-day basis. At the same time, Fujitsu is helping employees shape their careers by offering human resource programs that, as baseline training, are rooted in these HR systems.

FUJITSU UNIVERSITY: An Institution for Human Resources Development

The Fujitsu Group, FUJITSU UNIVERSITY was established in 2002 to develop world-class human resources to lead the Fujitsu Group and our industry. To develop high-level human resources, FUJITSU UNIVERSITY has implemented systematic education programs based on the following four principles:

  1. Develop business leaders who can exhibit global business leadership.
  2. Strengthen the baseline (the values and skills) of our people so that they can understand our corporate vision and act based on those ideals.
  3. Train professionals who are able to provide customers with a high degree of added value.
  4. "Work and life design support" that supports a wide range of individual needs.

In the future, we will continue to coordinate proactively with universities, other external educational organizations, and NPOs that provide high-level ICT human-resource development to raise the Fujitsu Group's presence to even higher levels.


Fujitsu NetCampus

This is an online education and training platform open to all of our approximately 170,000 employees in 201 Group companies in 28 countries around the world (as of March 2013). It provides applications / admissions for courses, study materials, testing, questionnaires and other functions. Unified e-learning, which is used to implement corporate policies throughout Fujitsu, is also implemented using this platform.

In FY 2012, we held five of these unified e-Learning courses in Japan and three overseas. In FY 2013, we plan to hold a variety of such courses on various themes in cooperation with head offices.

Promoting Training in Manufacturing

Fujitsu established the Fujitsu Academy of Industrial Technology, an internal vocational training school, within the Kawasaki Main Office in 1958 to focus on developing human resources to support manufacturing. The school moved to the Oyama Plant in 2007 and now conducts year-long group training that includes basic subjects and skills required by the Fujitsu Group. Training is based on Accredited Vocational Training carried out in accordance with the Human Resources Development Promotion Act.

Fujitsu, by having its own educational and training institution, is able to nurture the development of key production-floor operators capable of responding to rapid changes on the front lines of manufacturing. The 22 key personnel turned out in FY 2012 brought the total number of personnel who have completed training to 2775.

Efforts to expand this training are also underway as we strive to reinforce the front lines of manufacturing from an organizational standpoint. Here, we are devising a system of level-specific training that includes units for managers in charge of production sites.

FY 2012 Activity Topics

Programs for Young ManagersGKI / Development Course (GKI / D)

The GKI/Development course, for which participants are selected from among young manager-class employees in Japan, aims to nurture leaders who will create new businesses and lead the transformation of business structures.

In FY 2012, participants, in order to develop a clear understanding of what it means to be field- and customer- oriented, gained hands-on experience in agriculture, food service, and other non-ICT sectors in which they had no prior knowledge. Participants gained a real sense and understanding of the high-level concept of solving social and business challenges through the power of ICT, and then applied that experience in action learning.

Left: Gaining hands-on experience in disaster recovery work at an oyster-culturing operation (Minamisanriku Town), Right: Experiencing first-hand the work of cultivating agricultural produce as a local revitalization program (Sakaki-machi, Nagano Prefecture)

Programs for Young Employees Global Competency Development Program (GCDP)

"GCDP" aims to help younger employees in their twenties develop their understanding of and ability to deal with different cultures, and enhance their ability to communicate in English. Having been launched in 2008, the sixth round of this program was held in the second half of FY 2012.

GCDP consisted of three modules. The first two, which aimed to develop a global mindset and the basis for communication capabilities with global application, were held in Japan. The third, an overseas field experience module, took place in the U.S. and India, where participants applied what they had learned in modules one and two, and gained experiences possible only by going overseas.

Left: Visiting a local company (Tata Motors), Right: Exchange with local FCIPL staff (India)

New-Hire Training through a Disaster Support Program

Helping to harvest oysters in Rikuzentakata Helping to harvest oysters in Rikuzentakata

In our FY 2012 training for new hires, we continued the program, begun in FY 2011, to provide assistance in areas struck by the Great East Japan Earthquake.

Focusing on the Tohoku Region, where the need for recovery assistance continues, we, with the cooperation of Kanagawa Saigai Volunteer Network, an NPO, had a total of around 300 of our new hires participate in assistance activities on nine occasions between September and November. On one such occasion, participants went to a coastal area of Iwate Prefecture, where they spent the first half of their time removing debris, started the second half helping with agricultural and fishing work, and ended with the latter.