The issues around current ways of working include increasing digitalization and diversity, changing work-related tasks and reducing long working hours. The solutions to these issues concerning how people work, lie in achieving increased productivity through ways of working that are not predicated on long hours of labor and that are diverse and flexible.
To reach this goal, Fujitsu is reviewing its internal systems, using the latest ICT to enable changes to management practices and to transform the mindsets of individual employees.
So that each and every one of our employees can work efficiently to create even higher added value, Fujitsu is endeavoring to create a workplace environment that supports a diverse range of employees. This includes the introduction of a telework system and options for employees whose circumstances involve childcare or nursing commitments.
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.
In FY2016, we continued hosting forums for Fujitsu and Group company supervisors who manage employees with children, as well as forums for Fujitsu and Group company employees who have returned to work during the past year after taking maternity or childcare leave. Since FY2016, qualifying workers have been required to attend returning workers’ forums, which have included health advice from public health nurses, presentations by female executives with experience in child-raising, and talks and group discussions with external speakers.
The number of forums being held for company supervisors who manage employees raising children has been increased to promote better management of diversity. These forums have served as a venue for talks by the Health Promotion Division on the particular needs of female employees raising children, as well as group discussions and talks on management-related issues by invited speakers.
As a new initiative in FY2016, we also held a ‘Seminar on understanding infants and employees responsible for infants’ focusing on infant illnesses and injuries, with practicing paediatricians attending as guests. It was recommended that employees raising children attend this seminar together with their immediate managers to promote mutual understanding in the workplace.
*1 Action plans:
Fujitsu has implemented action plans from 2005, and is now implementing the fifth action plan (July 1, 2015 to March 31, 2018).
We formulate action plans based on Japan's Law for Measures to Support the Development of the Next Generation in Japan. Among companies that have acquired the "Kurumin" certification mark, we received "Platinum Kurumin" certification in November 2015 from the Minister of Health, Labour and Welfare, for our advanced initiatives in balancing life and work.
With regard to nursing care, we renamed our current Family Care Leave system as the ‘Family Care & Preparatory Leave’ system to clarify the aims and role of the leave period offered, in preparation for returning to work.
We also revamped the content of our existing seminars on balancing work and nursing care committments, and in FY2016 trialed basic seminars offering a course in the basics of nursing care. In the upcoming fiscal year, these seminars will be formalized and made more widely available, and other opportunities will be offered that will provide information catering to a range of needs.
|Child care leave||336||38||298|
|Family care leave||14||10||4|
|Reduced working hours (child care)||789||16||773|
|Reduced working hours (family care)||17||7||10|
|Leave for supporting childbirth and childcare||482||482||-|
*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.
|System||Return to work rate||Continuous work rate*3|
|Child care leave||98.5%||98.2%|
|Family care leave||100%||97.1%|
*3 Continuous work rate:
The proportion of employees continuing work 12 months after returning from child care leave or family care leave.
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 2015, we held forums in the Keihin region, focusing on the theme of remote nursing care, to call appropriate attention for both work and nursing care needs. These forums consisted of talks and group discussions and were intended to give all employees 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.
In FY2016, Fujitsu held workshops on the topic of work style reform through digitalization. The venue for these workshops was the FUJITSU Digital Transformation Center, which offers the very latest in ICT. Employees from various divisions took part in the workshops and were involved in discussions on ways to further boost productivity by adopting more diverse work styles.
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.
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.
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. (The Fujitsu Labor Union membership rate: 76％*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).
At a meeting in October 2015, the Chinese Communist Party announced the nationwide ‘two-child’ policy to create a more balanced population and to actively develop measures for dealing with an aging population. On January 1, 2016, the Population and Family Planning Law of the People's Republic of China was revised accordingly. This is a major change that abolishes the ‘one-child policy’ that has been in force since the 1970s and encourages China’s citizens to have two children. As a result, generous maternity leave will be afforded to female employees, while spouses will also be granted leave to attend the birth.
In this sort of environment, issues arise around career development for employees after they return from maternity leave and around maintaining and improving their motivation. Thought must also be given to ways of promoting multi-tasking by staff redeployed to positions left vacant when employees take maternity leave, or to the hiring of new staff.
At Fujitsu Group companies in China affected by these issues, a Group-wide working group is inviting external experts to give presentations on the key aspects of the legislative changes and points to consider when addressing those changes. These talks are accompanied by discussions and dialogue sessions to consider the problems and how best to deal with them. Fujitsu will continue to pursue initiatives to maintain and boost staff motivation by providing a comfortable and flexible working environment for employees and by supporting employee education and career growth.
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.
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.
We have been gradually introducing our Employee Engagement Survey in Japan since FY2002, and outside Japan we began conducting the survey across all our overseas Group companies in FY2011.
The same survey was conducted comprehensively both in Japan and overseas for the first time in FY2016. The survey targeted around 71,000 employees at 79 Group companies in Japan (including some 26,000 Fujitsu staff), while 41,000 overseas employees were surveyed, primarily at Group companies. A total of 104,000 Japanese and overseas employees responded to the survey. The survey response rate was 88% in Japan, 71% overseas and 82% globally.
The global consistency of the survey means that we can now both compare regions within the Fujitsu Group and also benchmark ourselves against our competitors in each country and region. Based on analysis of the results, we have identified issues specific to countries and regions, and to divisions and occupations, and are now working toward improving management and reforming our organizational culture.
Questions relating to engagement, such as “I feel proud to work for Fujitsu” attracted positive responses from 60% of our employees (“Neither agree nor disagree”: 28%; negative responses: 12%).
The increase in positive respondents overseas compared with previous years included a rise in responses such as “I receive praise when I do a good job.” and “I am treated with respect as an individual”, indicating progress in our improvements to the organizational culture in the workplace.
In Japan also, there was an increase in responses such as “I am treated with respect as an individual”.
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