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Creating Good Working Conditions

Arranging Support Environments for Compatibility between Work, Pregnancy, Child care, and Nursing Care Needs

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.

Arranging Systems to Support Pregnancy and Child Care

In regards to pregnancy and child care, we have established and implement our action plans*1 in accordance with the Law for Measures to Support the Development of the Next Generation. In addition, we provide babysitter subsidies and have established and are operating in-house childcare facilities at some of our sites. Furthermore, we conduct a forum to assist and help build networks for employees who have just returned to the workplace after child care leave, or who are taking child care leave and will return to the workplace.

*1 Action plans:
Fujitsu has implemented action plans from 2005, and is now implementing the fourth action plan (April 1, 2013 to June 30, 2015).

Next-generation approval mark Logo

Logo mark stipulated by the Minister of Health, Labor, 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).
* Fujitsu received the Next-generation approval mark from the Minister of Health, Labour and Welfare during our 1st to 3rd action plans.

Support for active participation by employees raising children

In FY 2014, we held forums two times for Fujitsu and Group company employees who are on maternity leave or have returned to work less than one year after taking childcare leave. The forums provided advice from public health nurses and talks by female managers with experience raising children, and featured group discussions and lectures from invited speakers.

As a new measure enacted from FY 2014, we held a forum for Fujitsu and Group company supervisors who manage employees raising children. At this forum, we featured talks by the Health Promotion Division on special considerations for female employees raising children, as well as group discussions and talks on management by invited speakers.

Conducting Surveys of Employees Regarding Nursing Care

With regard to nursing care, Fujitsu conducted a survey in FY 2012 to gain information on employees' needs, etc. for the provision of nursing care. This survey was conducted among employees 40 or older at Fujitsu and two Fujitsu Group companies. We used survey results in a forum we held covering topics including public nursing care services that are in high demand and internal information on nursing care. The forum and results of the survey were made available on our intranet and to Group Company employees.

In addition, we have established work leave systems aimed at providing employees with leave opportunities to rejuvenate themselves or engage in volunteer work.

Number of Employees Using the Care Leave Support System (FY 2014, Fujitsu Limited)
System Total *2 Men Women
Child care leave 259 10 249
Family care leave 10 0 10
Reduced working hours (child care) 585 18 567
Reduced working hours (family care) 4 0 4
Paternity leave 496 496 -

*2 Numbers of Users:
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.

Return to Work Rate/Continuous Work Rate after Child Care or Family Care Leave
(FY 2014, Fujitsu Limited)
System Return to work rate Continuous work rate *3
Child care leave 100% 97%
Family care leave 100% 100%

*3 Continuous work rate:
The proportion of employees continuing work 12 months after returning from child care leave or family care leave.

Practical Initiatives for Reforming the Way We Work

Holding a Variety of Forums

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."

We focused on understanding differences in ideas through FY 2009, and since FY 2010, we have been implementing training based on concrete, practical measures. In FY 2014, we held forums in the Keihin region on reforming the way we work, primarily on the theme of remote nursing care, so appropriate attention can be paid to both work and nursing care needs. A November forum was held, including Group companies, in the Kansai region, and a December forum was held, also including Group companies, in the Keihin region.

These forums 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.

We also held seminars focused on providing information on nursing care, aimed at Group company employees as well as their families. In FY 2014 we held the seminars 22 times (including 4 times on Sundays) in the Keihin and Kansai regions, with participation by over 2,500 persons.

Promoting Diverse Work Styles

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.

Fujitsu Tele-work System
Type Definition of workplace
Work from home Home
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.

Employee Benefits Program

The Fujitsu Group has programs in place that are suited to the life styles of employees and strive to allow them and their families to lead healthy and prosperous lives.

In order to respond to the advance of globalization and diversity and to the changing needs of employees, in October 2014 Fujitsu introduced the "F Life+" cafeteria plan*4 as a new employee benefits program.

In addition to this, under the idea that active work and growth by every employee leads to the growth and development of the company, we have established a variety of initiatives to support employees' own efforts at preparations for the future, including savings/property accumulation programs, an employee shareholding association, group insurance benefits, housing support, medical support, health support, and child support.

*4 Cafeteria plan:
A system by which employees select desired or needed employee benefits from a diverse menu prepared by the company, taking advantage of the options in the form of using up "employee benefits points" granted by the company.

Initiatives Aimed at Reducing Long Working Hours

The Fujitsu Group aims to improve the work-life balance and the productivity of every employee through a variety of initiatives aimed at reducing long working hours. As an example, at Fujitsu Headquarters, every Wednesday is designated as a day for leaving work on time. On these days, the company turns off lights at 6:00 p.m. to encourage employees to return home.

Examples of specific initiatives aimed at improving long working hours

  • Adoption of flex time, a discretionary labor system for professional work, and a discretionary labor system for management-related work
  • Sending of alert e-mails for overtime work
  • Not scheduling meetings outside of scheduled working hours
  • Setting of recommended days for taking annual leave
  • Enforcement of leaving work on time one day a week
  • Leaving work one hour earlier every day
  • Enforcement of working hours management in management training
  • Promotion of telework aimed at diverse ways of work
  • Adjustment of work style and rest style according to busyness of work

Measures to Energize Communication

Labor Relations

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 (at Fujitsu, 76% of employees are part of the union*5).

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.

*5 Union participation rate:
The 75.8% figure quoted is the ratio of normal employees out of all full-time employees (including managers).


Preparing better working environments in China

Under the recognition of China's economic shift from high-speed growth to the so-called "New Normal" of more moderate growth, the Chinese government has ramped up policies aiming at stable economic growth and qualitative improvements. In concert with these policies, the laws and the environment surrounding workers have been changing, and companies have been required to respond appropriately. As an example, in January 2014 the Ministry of Human Resources and Social Security of the People's Republic of China issued the Provisional Regulations on Labor Dispatch, which went into effect in March of the same year. The regulations supplement the dispatched worker-related rules in the revised Labor Contract Law (enacted July 2013) with intent to improve the status of workers, and clarify the kinds of work that can be performed by dispatched labor and the ratios of dispatched employees.

To respond appropriately to such changes and be fully compliant with laws, the Fujitsu Group in China has engaged in ongoing information exchanges and discussions with experts in cross-company working groups. In these groups, we have discussed how to respond to the above regulations. Also, although we are not legally required to do so, we include temporary contract periods in employment periods when dispatched workers change their contracts from temporary to labor contracts, in order to offer better environments to employees.

Establishment of a Consultation Service for Human Resource Programs, etc.

Fujitsu established a consultation service as a contact point for e-mail and phone calls to the Human Resources and Administration Units, as we work to build a structure that makes it easy for employees to seek guidance on human resource and administrative programs.

Employee Satisfaction Survey

In order to continue as "an organization wherein all employees are strongly motivated, have ample opportunities for advancement and work with pride and confidence" in accordance with the Fujitsu Way, the Fujitsu Group conducts employee satisfaction surveys that provide opportunities for serious thinking about ways by which management in each organization can improve employees' motivation. The survey is carried out by all divisions of Fujitsu as well as by every Group company in Japan. Based on the results of the survey, these organizations carry out deliberations and activities to improve employees' motivation in every organization, while sharing examples of such initiatives across the Group.

The FY 2014 survey was conducted among approximately 82,000 employees (of which about 30,000 are Fujitsu employees), including people working at 85 domestic Group companies that requested it. With a response rate of over 90% Group-wide, the percentage proud to work at Fujitsu was approximately 80%.

Group Efforts in Overseas Business

Beginning in FY 2011, the Fujitsu Group conducted its first employee engagement survey of all of our former international business group*6 employees (some 43,000 persons, in Japan and overseas). 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. Generally, companies where employees have a high level of engagement tend to achieve superior business results, productivity, and customer satisfaction.

The overall response rate for the FY 2014 survey was 77%. In response to questions related to engagement, such as "Do you feel proud to work at Fujitsu?" on average 64% of employees responded positively (whereas 23% responded "cannot say" and 13% said "no"). Every year, each of our organizations formulates, carries out, and monitors the progress of action plans that take into account the previous year's survey results. In FY 2014, as well, workshops, etc. were held in each organization to actively work toward boosting employee engagement.

In FY 2015, the employee engagement survey will again be conducted and results will be utilized with the aim of creating environments that further enhance employee commitment and support employee initiative.

*6 Former international business group:
This structure ended during our March 2014 organizational changes. At present, all business hubs within the Group are subsumed in their respective regions.