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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:
We established four time frames in the 10-year period from 2005 to 2015 and are now implementing our fourth action plan (April 1, 2013 to June 30, 2015).

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

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 2013, Fujitsu Limited)
System Total *2 Men Women
Child care leave 248 5 243
Family care leave 7 5 2
Reduced working hours (child care) 567 20 547
Reduced working hours (family care) 5 0 5
Paternity leave 503 503 -

*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 2013, Fujitsu Limited)
System Return to work rate Continuous work rate *3
Child care leave 98% 100%
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 2013, we held forums on reforming the way we work 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.

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 and Welfare 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. We offer support for employees' future welfare and self-sufficiency through various initiatives, including savings/property accumulation programs, an employee shareholding association, group insurance benefits, housing support, medical support, health support, and child support.

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, 75.8% of employees are part of the union*4).

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.

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

Topics

Helping Temporary Staff in China Shift to Directly Hired Contracts

At China's National People's Congress,*5 held in March of 2013, annual GDP growth targets were set on a par with those of 2012 and the government's stance was clearly communicated, emphasizing sustainability and stability for growth. In addition, in July 2013, a revised labor law imposing limits on temporary staffing was put into effect, accelerating movements to stabilize the status of workers with respect to hiring contracts.

In line with these developments, Fujitsu Group companies in China reassessed their hiring programs in order to shift more temporary workers to directly-hired employees. Furthermore, in a human resources working group organized across our Group companies, we are continuing to discuss the state of sustainable hiring, as well as continuously building an environment that allows for cooperation between labor and management.

*5 National People's Congress: Equivalent to the Diet in Japan, this is China's legislative body and is stipulated in their constitution as the highest government authority.

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

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 FY 2013 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 over a 90% response rate Group-wide, the percentage proud to work at Fujitsu was approximately 80%.

Based on survey results, we are implementing measures in each Unit to improve employee satisfaction, and are sharing throughout the Group examples of actual initiatives that succeeded in increasing employee satisfaction. Furthermore, we are using the survey results to review our Company-wide 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.

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 47,000 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, it is thought that companies where employees have a high level of engagement achieve superior business results, productivity, and customer satisfaction.

The overall response rate for the FY 2013 survey was 77%. In response to questions related to engagement, such as "Do you feel proud to work at Fujitsu?" on average 63% of employees responded positively (whereas 24% 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 2013, as well, workshops, etc. were held in each organization to actively work toward boosting employee engagement.In FY 2014, 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.