The Fujitsu Group will contribute to the sustainable development of society and the planet, while both executing our business strategy and solving social challenges, by fostering next-generation leaders as we work toward the Fujitsu Group's goal of being a truly global ICT company.
The Fujitsu Group has established its Company-wide Human Resources Strategy Committee, with members comprised of executives at the management level and above regularly discuss Fujitsu's human resources approach for implementing its vision and business strategies.
The Fujitsu Group is devoting particular energy to nurturing next-generation leaders and managing our global talent that will lead us to our goal of being a truly global ICT company.
Selecting excellent human resources, having employees engage in action learning, and providing challenging assignments are the cornerstones of training our next-generation leaders. In addition, working toward expanding business in fields of innovation that will be future drivers of growth, we are strengthening the development of our corporate organizations and employees so as to collaborate with diverse human resources and create new businesses.
We are working to build a global human resources foundation that can implement these processes with broad consistency. Specifically, we are adopting common global "work responsibility leveling" and "leadership competency" so that we can understand the level of our human resources talent and employees in key global positions as we aim to actively leverage human resources that span many countries and regions.
To develop high-level human resources, the Human Resources Development Unit of the Fujitsu Group collaborates with each business group and Human Resources Unit, and the Group has implemented systematic education programs emphasizing the following four principles:
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.
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 2013, training programs have been completed by a total of 1,077 potential future business leaders, including 378 from overseas. In FY 2013, we reexamined our program for selected young managers.
Until FY 2012, the Fujitsu Group had two programs in place for our young management class in Japan: GKI/D, which aimed to develop business professionals with an entrepreneurial mindset, and GBIT, which aimed to develop the managers of next generation technology.
The two programs worked to cultivate human resources that generate innovation in the two fields of business and technology. We came to the conclusion, however, that innovation has no boundaries, leading us to merge the two programs under the name of GKI-d. The new program, with a revised curriculum, launched from FY 2013.
The Fujitsu Group is using this new program to foster business leaders with broader vision and the capability for spearheading growth in our business model. In addition, we will expand the program from FY 2014 to accommodate 100 participants annually (GKI/D and GBIT had included 55 participants), and will work to develop the program so that its results can be further reflected in business operations.
We operate a foreign rotation system (Global Exchange Program) to send younger employees overseas, which started in FY 2008. We have also continued to implement our Global Competency Development Program, targeted at younger employees in their twenties. This latter program consists of three categories: global mindset, communication capability development, and short-term overseas experience. About 50 employees participated in this program in FY 2013.
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 quality of life.. These programs support not only the employees themselves but also their supervisors and colleagues.
The Fujitsu Group holds Career Counseling and Career Seminars in order to support the self-initiated career development of employees. In addition, we have established the programs detailed below to allow employees to independently determine their career paths. Providing these programs expands the career options available to employees and derives from the Fujitsu Group's desire to support the progress of employees' careers, facilitate the most suitable placement of employees, and create an ambitious corporate culture in our Group.
The Fujitsu Group's internal recruiting program posts job openings and target employee qualifications on our intranet, with the openings categorized by projects in fields in need of stronger personnel, focused reinforcement, etc. Widely soliciting employees across the Group for job posts leads to more active utilization of our human resources and greater discovery of employee skills and talents that are not as readily accessed through our primary employee placement system. The in-house promotion program has been implemented twice annually since 1993 and is now firmly established. To date, approximately 3,000 employees (as of the end of FY 2013) have changed positions through this program.
In addition to the in-house promotion program, the Group also has a program that puts more emphasis on an employee's own goals and volition, allowing employees to choose on their own to apply for a different position. The program gives the opportunity to move into a desired position or department, provided that the employee has a specified level of experience. This program has been implemented once a year since 2003 and approximately 600 employees (as of the end of FY 2013) have transferred positions as a result.
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