Fujitsu is committed to providing a work environment that is easy to work in, allows employees not only to work but also to raise children or care for family members, and supports a diverse range of work styles so that all our employees can fulfill their potential. In accordance with the Law for Measures to Support the Development of the Next Generation, we have established and implemented our action plans *1 . In addition, we provide babysitter subsidies, paid leave to honor long-term service as well as volunteer activities, and we have established and are operating in-house childcare facilities at some of our sites. Furthermore, we conduct a forum to assist employees who are taking child care leave to return to the workplace and help them build networks. In FY 2012, we expanded eligibility for participation to include employees who are currently pregnant and employees who have just returned to the workplace.
In addition, in June of FY 2012, we conducted a survey to gain information on employees' needs regarding the provision of nursing care. This survey was conducted among employees 40 or older at two Fujitsu Group companies. Survey results have been posted on an internal website and made available to employees through other means as well. They will be used to help employees who are providing nursing care do so in balance with work responsibilities and in a way that allows them to go about their work activities with a sense of purpose and worthwhileness.
We followed up on survey results with September forums covering topics including public nursing care services that are in high demand and internal information on nursing care. Targeted at Group company employees who are currently providing nursing care or are interested in the topic, this forum was intended to give participants a chance to think about ways to balance nursing care with work and about steps that would allow them to continue working while providing nursing care.
*1 action plans:
Based on the Minister of Health, Labour and Welfare's approval of our first action plan (April 1, 2005 to March 31, 2007), second action plan (April 1, 2007 to March 31, 2010), and third action plan (April 1, 2010 to March 31, 2013), we have established and are now implementing our fourth action plan (April 1, 2013 to March 31, 2015).
Logo mark stipulated by the Minister of Health, Labour, and Welfare according to Article 14, Item 1 of Japan's Law for Measures to Support the Development of the Next Generation
(Next-generation approval mark)
|Child care leave||186||4||182|
|Family care leave||6||4||2|
|Reduced working hours (child care)||539||13||526|
|Reduced working hours (family care)||5||0||5|
*2 Numbers of Users:
Figures include employees who have continued to use the system from the previous fiscal year. The percentage of employees who return to the workplace after taking child care leave is nearly 100%, for both men and women.
We are implementing a variety of forums to improve both productivity and individual job satisfaction and fulfillment based on the many different ways people work with the theme "Reforming the Way We Work."
Although we focused on understanding differences in ideas through FY 2009, we have been implementing training based on concrete, practical measures since the FY 2010 forums. In December 2012, we held forums on reforming the way we work so appropriate attention can be paid to both work and nursing care needs.
These forums, which were held for Group company employees, as well, consisted of talks and group discussions and were intended to give participants an opportunity to develop their understanding of job approaches, and make immediate changes, that would allow them to balance nursing care and work, and continue working with a sense of worthwhileness.
So that each and every one of our employees can work efficiently to create even higher added value, Fujitsu has adopted satellite office and mobile work tele-work options in addition to a work-from-home system.
In addition, we are promoting work styles that apply global communication platforms to further the endeavors of our diverse workforce.
|Type||Definition of workplace||Remarks|
|Work from home||Home||Implemented April 2010|
|Satellite office||Office other than main office
・Fujitsu or Fujitsu Group business offices (excluding offices where an employee is stationed)
|Mobile work||Locations other than main office
・Customers' sites, hotel rooms on business trips, etc.
Based on labor-management agreements with the Fujitsu Labor Union, Fujitsu holds discussions about various employment conditions and explains management policies and business conditions, along with business reorganization and other matters, to its employees through regular and ad hoc meetings such as the Labor Council or Productivity Council. Furthermore, these agreements stipulate the collective bargaining rights of the union.
Note that since Fujitsu adopts a union shop system, all ordinary employees are members of the Fujitsu Labor Union.
In Europe, the Fujitsu European Annual meeting has taken place every year since 2000, with the overall financial conditions of the Fujitsu Group and other issues shared with the employee representatives from Fujitsu Group companies.
Ongoing Implementation of Measures for Creating an Even Better Labor Environment in China
While China is maintaining a high rate of economic growth, it is also creating conditions that protect the position of the worker and promote greater social stability. At the 18th National Congress of the Communist Party of China, held in November 2012, the right of workers to collectively bargain with management for compensation was clearly put forth for the purpose of securing fairness in income distribution. Furthermore, the July 2013 implementation of the revised law on temporary staffing will strictly define work that can be performed by temporary staff, and accelerate the movement toward the hiring of workers as full-time employees.
To swiftly and appropriately address these developments, Fujitsu Group companies in China have actively worked, through personnel community workshops and other means, to provide even better working conditions and further enhance working environments, including rigorous enforcement of compliance.
Within the Fujitsu Group are companies that early on adopted collective bargaining processes for discussing and establishing working conditions, including compensation, and they will continue with the expansion of this trend moving forward.
These companies have also enlisted the input of experts in considering and appropriately responding to the revision and implementation of various labor laws including the law on temporary staffing. In so doing, they are working to create conditions that will allow employees to work with peace of mind.
To gauge the dynamism of an organization and assess the level of employees' satisfaction therein, we have taken a multi-faceted employee satisfaction survey every year since 2004.
The content of this employee satisfaction survey is basically kept the same every year to ensure that we can compare changes over the years. That said, the survey content is revised as necessary to address various changes in the environment surrounding the Company and management priorities. In the FY 2012 survey, we added questions on the status of organizational reform initiatives and discretionary power, with an eye toward creating an organizational culture in which individuals can more actively take on challenges. This survey was conducted among approximately 87,000 employees (of which about 30,000 are Fujitsu employees), including people working at 81 Group companies that requested it.
Looking at changes at Fujitsu over the years, we maintained a high response rate in this survey, as in FY 2011, with a response rate of 88.7% this year. In addition, the degree of overall satisfaction has increased every year. The percentage proud to work at Fujitsu surpassed 80%. Responses indicated that 1) employees who feel they are being presented with challenging work opportunities and have adequate discretionary power tend to have a high level of overall satisfaction and 2) that organizations with high overall satisfaction also elicit high satisfaction in terms of "shared direction" and "creation of opportunities for communication." Recognizing these points as key for increasing satisfaction, we are providing organizations with information on them and on examples of actual initiatives that succeeded in increasing employee satisfaction.
Furthermore, we use the survey results to review our Company policies such as personnel systems. With the employee satisfaction survey as our starting point, we will promote measures based on both organization and Company policies to ensure that Fujitsu remains a company where each employee can raise his or her own worth and work with pride and purpose.
Beginning in FY2011, the Fujitsu Group conducted its first employee engagement survey of all international business group employees (some 47,000 persons, in Japan and overseas). The intent of this survey is to help create work environments that are more pleasant and worthwhile for employees to work. It has focused on the degree of employee proactive commitment to (or engagement with) the organization or management and on identifying the elements involved in that commitment.
Employees who are engaged tend to be proud to be working at Fujitsu, and make every possible effort for colleagues and customers, and thereby become supporters of the Company. Generally, it is thought that in companies where they have a high level of engagement, employees work harder than is required and actively contribute to the success of business, thereby achieving superior business results, productivity, and customer satisfaction.
The overall response rate for the FY 2012 survey was 76%. In response to questions related to engagement, such as "Do you feel motivated to go beyond your formal job responsibilities?" on average 63% of employees in the international business group responded positively (whereas 21% responded "cannot say" and 16% said "no").
Since survey responses and individual elements directly related to engagement differ even within the Group, each organization created and implemented its own action plan based on FY 2011 survey results. We evaluated the progress of these action plans continuously over a period of one year following implementation to improve employee engagement in all organizations within the Group. As a result, many workshops were held and initiatives were taken at individual business sites and organizations in FY 2012. Both positive points and issues requiring attention were delved into based on the FY 2012 survey results, and new initiatives to make improvements particularly in organizational culture, human resource development, and communication have been taken.
In FY2013, the employee engagement survey will again be conducted, with the aim of creating environments that enhance employee commitmentand support employee initiatives.
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