Skip to main content
  1. Home >
  2. About Fujitsu >
  3. Diversity and Inclusion

Priority3 Embracing Diversity and Inclusion

Approximately 160,000 employees are active across the world in the Fujitsu Group. We would like to grow as an organization together with each employee by embracing individuality and bringing together a diverse group, without bias toward nationality, gender, age differences, or disabilities.

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

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) reform of way of working.

Stage 1: FY 2008–2010 (Awareness and Understanding)

Fujitsu worked to create policies that foster awareness and understanding of diversity so as to create a basis for diversity promotion. In internal publications and on our intranet (in both Japanese and English), we published the results of questionnaires and interviews with top management, and introduced role models*1 and information about our various efforts. Furthermore, we also held a variety of company events, including companywide diversity promotion forums, various networking events, forums with individual themes, and a number of different level-specific training sessions for executives and managers. At the end of FY 2010, we designed an e-learning program, called "Creating a Workplace That Inspires All Employees to Work Energetically," to put diversity promotion into practice in the workplace. We opened the program to all executives, employees and temporary staff.

*1 Role models: In general, people whose conduct functions as a guide or example for others.

Stage 2: FY 2011–2013 (Understanding and Achievement)

In addition to past and ongoing activities, with understanding and achievement of diversity as the goal, we worked to achieve the three objectives below in light of individual problems that came to light through earlier activities.

The first objective was, "Support workplace activities designed to promote diversity." We selected representative managers from each Unit and held study sessions, shared information, and supported activities at each business site. In addition, we interviewed the heads of Units in order to understand the status quo at each business site and the thoughts of each director.

The second objective was, "Support active participation by female employees." We strove to achieve the target set in FY 2011 (a 20% ratio of female employees by FY 2020 and a 20% ratio of newly appointed female managers by FY 2020) and worked on positive actions, such as special selected training for female employees.

The third objective was, "Promote measures among Group companies in Japan." In FY 2011, we carried out diversity promotion briefings for each company's diversity promotion manager. We also expanded the scope of various Fujitsu-led events, survey questionnaires, and e-Learning to domestic Group companies.

Diversity Targets and Results
  Period Target Key Measures
1 2008-2010:
Awareness and Under-standing
  • 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
2 2011-2013:
Under-standing 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
3 2014-2016:
Practice and Business Contri-bution
  • Support diversity promotion at workplaces oriented toward generating innovation
  • Expand and improve our pipeline for producing a variety of employees (focusing on female employees) with leadership skills
  • Promote measures among domestic and overseas Group companies
Interview management and hold meetings with experts
  • Implement level-specific measures to support the active participation of female employees
  • Survey the status of each Group company and share the results

Promoting Diversity with Three Priority Measures

Picture: Noriko Shiono Vice President, Diversity Promotion OfficeNoriko Shiono
Vice President,
Diversity Promotion Office


Diversity and inclusion are positioned as one of the priority management issues at Fujitsu. FY 2013 was the final year of Stage 2: "Understanding and Practice" of the diversity promotion campaign. In addition to the initiatives of Stage 1, three priority initiatives ave been continuously carried out since FY 2011. Stage 3, starting from FY 2014, will add "Innovation from Diversity" to the existing themes, with the following priority initiatives slated for action:

  • Support diversity promotion at workplaces oriented toward generating innovation.
  • Expand and improve continuous "talent management" for employees (particularly female employees) from their early years of employment, aiming to produce diverse leaders.
  • Roll out measures to Group companies inside and outside Japan.

Our various initiatives to date, including overall efforts for diversity and inclusion, and examples of our innovation at work sites, have been recognized by the Ministry of Economy, Trade and Industry in the Diversity Management Selection 100 award program.

Supporting the Active Participation of Female Employees

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 female employees who are or team leaders 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, we have been setting up "diversity mentors," selected from the ranks of upper level female managers, 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 at Fujitsu.

Chart: Trends in Women Managers (Fujitsu Limited)

Female Leadership Development Program (from FY 2011)

Picture: Scene from the Female Leadership Development ProgramScene 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.

Supporting the Active Roles and Employment of People with Disabilities

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, systems engineers, and business staff.

To hire people with disabilities, we have prepared a pamphlet for students with disabilities and included in it specific information such as interviews with current employees with disabilities, Fujitsu's perspective on hiring people with disabilities, and the range of jobs available once a person is hired. We hope this assuages any anxiety and conveys an environment where anyone can actively work, with or without a disability. Correspondingly, we implement long-term follow up from initial human resource development until the employee is established, so that workers can stay with Fujitsu for the long term. One example of this is training for new employees and interviews together with their workplace in order to bring out the best of the individual's abilities.

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 2013 was 1.96%.

Chart: Trend in Employment Rate of People with Disabilities (Fujitsu Limited)


Establishing a Special Subsidiary* for Promoting the Employment of People with Disabilities

Picture: Workers at Fujitsu Harmony Limited creating PDF filesWorkers at Fujitsu Harmony Limited creating PDF files

To date, employees with disabilities have been active in various positions in the Fujitsu Group. In December 2013, we set up Fujitsu Harmony Limited in our Kawasaki plant, with the objective of providing more forms of employment for workers with disabilities.

Operations commenced in February 2014 and as of the end of May, eight disabled employees are at work. Current work responsibilities include enclosing, sealing, and sending documents, creating PDF files, shredding documents, etc. Going forward, we plan to increase these work tasks and the number of employees.

The new subsidiary gives consideration to the particularities of each employee's disability and aims to be a workplace where they can continually be more active.

*Special subsidiary: A subsidiary that requires authorization by the Minister of Health, Labor and Welfare and is established with particular consideration for people with disabilities.


Research and Development* of a Meeting Support System for People with Hearing Impairment

Picture: A meeting participant using a microphone to convert speech to textA meeting participant using a microphone to convert speech to text

Fujitsu is developing an application that uses voice recognition software to convert speech from meeting participants into text, send that text to meeting participants' PCs in real time, then allow hearing impaired participants to read the content of the meeting discussions, and type, write, or use stamp input to send their responses.

Use of this meeting support system makes it easier for people with hearing impairment to participate in meetings, improves on existing responses to information support challenges, and realizes universal design for meetings.

* Research and development through the Ministry of Internal Affairs and Communications' 2013 subsidy program for supporting the use of ICT (R&D for technology, etc. directed toward eliminating the digital divide).

Recruitment of Global Talent

With sights on global business expansion, Fujitsu takes part in career events 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, bringing the total of foreign nationals working at Fujitsu to 261 as of March 31, 2014.

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. After six years, the program has grown to a community of over 400 people and has spread to become a means for supporting and "integrating" internationalism into Fujitsu workplaces, and encouraging cultural exchange between employees of different nationalities. At present, the program has expanded its mission to cover the three objectives of: 1) supporting the formation of a global society within Fujitsu Group companies, 2) building structures for accepting cultural differences and fostering diversity-embracing mindsets, and 3) supporting the assimilation of foreign nationals into Fujitsu's organizational environment as well as into Japanese society.

In FY 2013, the program engaged in networking and other activities that included providing a forum for the lively exchange of ideas on making Fujitsu more globalized and providing a forum for discussions among the supervisors of foreign employees. Furthermore, to allow foreign employees to gain and share basic information on Fujitsu policies and living in Japan, we have set up a system in English on our intranet to field questions and requests for consultation, and communicate other items including rules and regulations related to work, a business trip guide, information on how to acquire a visa, and explanations of daily living necessities.

Chart: Trends in Numbers and Average Ages of Employees

Chart: Employees by Region

Supporting the Active Participation of Older Workers

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.