Diversity and Inclusion
Embracing Diversity and Inclusion
Based on the statement "We respect diversity and support individual growth" in the Corporate Values of the Fujitsu Way, in 2008 we set up the Diversity Promotion Office as an organization to promote respect for diversity throughout Fujitsu.
The Diversity Promotion Office's vision for Fujitsu sets forth the following two objectives:
- Improving individual growth and job satisfaction
That all employees will have mutual respect for one another, that each will demonstrate their own personal added value, and that everyone will contribute to the organization.
- Improving corporate competitiveness and growth
That we will continue to create new knowledge and technologies through free and active discussions from a variety of viewpoints.
To achieve these two objectives, we are aiming to create workplaces where people can work energetically, create new value, realize coexistence and mutual prosperity with society, and develop Fujitsu into an even better company.
Efforts at Promoting Diversity
Company-wide diversity promotion forum
To review the status of its diversity promotion, Fujitsu has been carrying out an annual survey of all corporate officers, employees and temporary staff. Based on the results of this survey we are focusing on the following three measures: (1) a reform of mindset and culture in the organization; (2) support for individual success; and (3) promotion of diverse styles of work and improvements to productivity and individual satisfaction.
From FY 2008 through FY 2010, as our first medium-term plan, Fujitsu worked to create policies that foster awareness and understanding of diversity so as to create a basis for diversity promotion. In addition to publishing the results of questionnaires and interviews with top management in internal publications, we have introduced role models*1and various efforts on our Diversity Promotion Office website (in both Japanese and English). We also held a variety of company events, including companywide diversity promotion forums, various networking events, and forums with individual themes, which were well attended by our employees. A number of different level-specific training sessions for executives and managers have also been held. At the end of FY 2010, we conducted an e-learning program open to all executives, regular and temp employees called "Striving for Workplaces Where Everyone Can Thrive," designed to put diversity promotion into practice in the workplace.
In addition to past and ongoing activities, with understanding and achievement of diversity as the goal, we are working to achieve the following three objectives in light of individual problems that came to light through earlier activities, setting goals, and implementing solutions in the workplace as our second medium-term plan for the period from FY 2011 through FY 2013.
- Support workplace activities designed to promote diversity
- Support active participation by female employees
- Promote measures among Group companies in Japan
*1 Role models:
In general, people whose conduct functions as a guide or example for others.
Diversity Targets and Results
Awareness and Understanding
- Foster awareness and understanding of diversity promotion among all corporate officers and employees
- Conduct surveys of employee awareness of diversity
- Implement e-learning programs
- Build human networks for female, disabled, and foreign employees
Understanding and Practice
- Promote workplace diversity
- Support more active participation by female employees
- Promote measures among Group companies in Japan
- Select managers to represent diversity promotion in business units and hold study meetings. Determine the actual status of workplaces through interviews of division managers
- Set quantitative targets for active participation by female employees and conduct training
- Hold briefings for domestic Group companies,
hold events for employees of domestic Group companies
Practice and Business Contribution
- Promote measures among domestic and overseas Group companies
- Generate new business and increase productivity by practicing diversity and inclusion
|Formulate additional measures based on the track record through FY 2013
FY 2011 Overview and Key Issues
Diversity Promotion Office
Noriko Shiono, Vice President
In FY 2011, we entered the "understanding and practice" phase of diversity promotion activities. Fujitsu positions diversity as a management imperative, and pursues ongoing and wide-ranging initiatives.
At the company-wide diversity promotion forum, for example, this commitment was demonstrated by not only opening addresses by the president and vice-presidents but also a speech by the former external director, Masayasu Kitagawa, and in other ways, as well.
In FY 2012, we continued the three measures we launched in FY 2011 while also continuing phase one measures.
As for the development of diversity measures in the workplace environment, we conducted interviews with heads of units to determine the current status of each workplace and the extent to which the intentions of top management have taken hold. Based on the results of these interviews we will consider, through FY 2013, measures that will lead to concrete actions at the workplace level.
In support of greater participation by female employees, we are taking positive action to achieve the targets established in FY 2011 (women comprising 20% of the workforce and 20% of newly appointed managers by FY 2020). These actions have included ongoing selective training for female employees, as one example. Meanwhile, initiatives to expand the promotion of diversity efforts to Fujitsu Group companies in Japan have included encouragement to participate in various Fujitsu-sponsored events, the conduct of a survey on the promotion of diversity, and the provision of e-Learning opportunities.
As a special addition to the FY 2012 diversity survey, which was conducted among all executives, employees, and temporary employees, we asked additional questions about matters like workplace management, desires for promotion to management-level positions, and the ease or difficulty of using the child care / nursing care and other systems. Future measures and other responses will be considered based on the results of the survey.
Creating a Workplace Environment Where Female Employees Can Participate Actively
As an immediate high-priority issue, Fujitsu is setting quantitative targets to reliably create significant numbers of female managers, while promoting activities to achieve these targets.
In more specific terms, we are selecting people from the leadership level of our female employees and, in coordination with the relevant workplace, management level, HR division, and the Diversity Promotion Office, establishing and implementing training programs appropriate for these individuals as candidates for promotion. For other levels of employees, we also hold workshops and events to encourage them to review their careers and envision their future career path. We are also planning and implementing networking events as opportunities to receive fresh encouragement from others. Furthermore, to help our female employees improve their self-esteem and enhance job satisfaction, we hold forums for all our female employees and giving publicity to role models. Starting in FY 2011, as a new effort, we are setting up "diversity mentors" who will support the personal and career development of our female employees from a different standpoint than their immediate supervisors.
Note that we use the same recruitment standards regardless of gender with respect to promotion of managers.
Positive Action for Female Employees (from FY 2011)
Female Leadership Development Program
Scene from the Female Leadership Development Program
Fujitsu has initiated the Female Leadership Development Program, designed to support long-term career furtherance by its female employees. Through the program, Fujitsu is developing human resources to serve in leadership roles, while grooming future management staff.
Open to members selected by each division, this roughly half-year program seeks to boost awareness of career options and develop managerial skills through intensive classes centered mainly on team activities, coupled with on-the-job training. Diversity mentors, acting as team activity advisors and role models, provide advice and guidance, and each team offers its own suggestions to management at the end of the program.
To enhance effectiveness, the program is conducted in coordination with key staff members from worksites, management, personnel, the Diversity Promotion Office, and Fujitsu University, who all work together for the program's success.
Employment of People with Disabilities and Creating Workplaces Where They Can Play an Active Role
Fujitsu employs people with disabilities without limitations on where they may work. People with disabilities, therefore, are working in a wide variety of positions, including as researchers, developers, sales staff, and systems engineers.
To hire people with disabilities, we have prepared a dedicated website and included in it specific information on actual cases of people with disabilities working at Fujitsu. In determining workplace assignments, we work together with the workplace to bring out the best of the individual's abilities, and after the assignment we hold interviews. Thus, we implement long-term follow up from initial human resource development until the employee is established.
In addition, Fujitsu holds forums on the creation of networks of disabled employees and the creation of workplaces where everyone can produce results regardless of any disability they may have. Moreover, we publicize on our intranet role models and manuals for workplaces that can accept disabled employees.
As a result, the percentage of people with disabilities employed by the Fujitsu in FY 2012 was 2.00%, exceeding rate of 1.8% mandated by law.
Active participation by employees with lower-limb disabilities
Legal Unit, Legal Div., Business Affairs, Manager
As an attorney at Fujitsu, I have enjoyed a rewarding career supporting the activities of various divisions. I frequently travel throughout the country for meetings with customers. When I took up my position here, I, of course, felt some uncertainty, but I found that doors open when one rises to challenges.
The most rewarding times are when my efforts to take a bird's eye view of a situation, and explain the details, succeed in communicating benefits to the customer and result in the signing of a win-win agreement. The most attractive aspect of my work is that I can feel the dynamism of Fujitsu's ICT business.
Recruitment of Global Talent
With sights on global business expansion, Fujitsu takes part in career forums in and outside Japan geared to foreign students, as well as holding its own seminars and accepting university students from abroad for internships. Through these and other actions, Fujitsu is recruiting foreign nationals studying in Japan and university graduates from other countries. In FY 2012, we hired 33 foreign nationals, bringing the total working at Fujitsu to 254 as of March 31, 2013.
Support for Foreign Employees in Japan
Fujitsu started the Integr8 project in 2007 to enable international employees based in Japan to contribute and utilize their full potential as part of a global workforce. The community consists of over 400 Japanese and international employees who participate in various activities that promote diversity in the workplace.
Integr8's English website provides information necessary for living in Japan, Fujitsu's policies, as well as an HR support system to address individual needs of employees. As part of our efforts to form a community that connects international and Japanese employees, Fujitsu invites both internal and external speakers to talk on important topics, such as Fujitsu's globalization strategy. With a total of 235 participants for the three events in FY2012, these events are well received by Integr8's international members.
Integr8 encourages global communication by publishing an internal magazine in which employees worldwide can contribute articles and share their perspectives. Future efforts include workshops for managers supervising international employees and networking events for the community.
Creating a Workplace Environment in which Older Workers Can Thrive
Fujitsu has established a post-retirement rehiring system aimed at providing opportunities to retirees who desire to continue work after the retirement age of 60, and who want to make the best use of their abilities.