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.
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. Drawing on "Diversity-Driven Innovation" as its theme, the Diversity Promotion Office's vision for Fujitsu sets forth the following two objectives:
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.
The Diversity Promotion Office engages in the promotion of diversity under the company President and the officer in charge of diversity (the current Vice-President).
In Japan, diversity promotion managers selected from each company engage in this work while sharing information in diversity promotion manager meetings at domestic Group companies.
Overseas, Fujitsu promotes diversity within each of four regions while sharing information at venues such as the Global Human Resources Conference.
To review the status of its diversity promotion, Fujitsu has been carrying out an annual survey on Diversity and Inclusion, aimed at corporate officers, employees and temporary staff.
The survey, together with other sources of information, revealed four items to be addressed by the company: management by supervisors, the workplace environment, awareness among individual employees, and work-life balance. Based upon these, we are placing our focus on undertaking three key activities: reform of mindset and culture in the organization, support for individual success, and reform of way of working.
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.
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.
In FY 2013, our various initiatives to date, including overall efforts for diversity and inclusion, and examples of our innovation at work sites, were recognized by the Ministry of Economy, Trade and Industry in the Diversity Management Selection 100 award program.
Building on the activities performed through Stage 2 and with "Practice and Business Contribution" of diversity as our goal, we are engaging in the following three priority measures with the aim of "Diversity-Driven Innovation."
The first measure is support for the promotion of diversity in the workplace, aimed at the creation of innovation. We accept diversity in the workplace and are supporting a variety of initiatives that lead to innovation.
The second measure is the ongoing expansion of talent management (especially women) from early on, aimed at turning out diverse leaders. We conduct a number of seminars, including those for minorities matched to the issues faced at each level, and those aimed at the supervisors of diverse employees.
The third measure is the expansion of diversity in Group companies in Japan and overseas. We assess the status of Group companies with respect to diversity, and share Group directions and case studies at the Global Human Resources Conference.
Awareness and Under-standing
Under-standing and Practice
Practice and Business Contribution
||Interview management and hold meetings with experts
|Main activities||Specific measures|
|Reform of mindset and culture in the organization||
|Support for individual success||
|Reform of way of working||
In fiscal 2011, we held briefings for diversity promotion managers at each of our Group companies in Japan, and in fiscal 2014, reported on the state of domestic Group companies overall and presented case studies from the companies. Fujitsu also carried out events, questionnaire surveys, e-Learning, and other activities targeting Group companies in Japan.
With regard to Group companies overseas, in fiscal 2013 we shared information on the status of diversity promotion in each company and region, along with outstanding case studies, at the Global Director's Meeting for Human Resources ConferenceUnits.
In fiscal 2014, we also compiled guidelines on"Direction of Fujitsu Group dDiversity and iInclusion" within the Fujitsu Group, as shown below, and from fiscal 2015 will communicate this information as we work to further promote diversity as a Group.
Direcion of Fujitsu Group Diversity and Inclusion
The Fujitsu Group will undertake the promotion of diversity and inclusion, primarily initiatives aimed at nine attributes with the following three objectives, and will connect this undertaking to strengthened competitiveness as a company.
To support the promotion and establishment of diversity management in companies, Fujitsu has voiced approval for the founding principles of the NPO J-Win (Japan Women's Innovative Network) established in 2007, and is participating as a corporate member.
At the November 2014 kick-off event of the W-STEM female engineers' network sponsored by the Cabinet Office and J-Win, Fujitsu provided cooperation as a Platinum Sponsor. Fujitsu also planned and operated workshops, while female engineers from the Fujitsu Group served as role models for the poster session. The 1-day event was held at Ochanomizu University, with 75 students among the 412 persons in attendance.
Fujitsu is developing LiveTalk, 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 deaf and hard-of-hearing participants to read the content of the meeting discussions and respond by keyboard input, stamp input, or fixed phrase input.
Use of this meeting support system makes it easier for deaf and hard-of-hearing people to participate in meetings, improves on existing approaches to guarantee of information*2 challenges, and realizes universal design for meetings.
Research and development of the system was performed under adoption by 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).
*2 Guarantee of information:
A guarantee of the right to know, by enabling the smooth receipt and communication of information even by persons with sight, hearing, or other disabilities.
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.
Note that we use the same recruitment standards regardless of gender with respect to promotion of managers at Fujitsu.
Measures Aimed at Promoting Active Participation by Women
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.
Fujitsu offers seminars for applicants from the G3 (sub-team leader) level, aimed at career development for female employees.
Through group discussions and lectures by role models inside and outside of the company, this program aims to foster a mind-set for taking on daily challenges and to foster mid- and long-term career consciousness aimed at sustainable growth of the individual.
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. Diversity mentors act as advisors for team activity in the above Female Leadership Development Program, offering advice and guidance as role models for program participants.
We also conduct dialog circles led by diversity mentors and officers on the theme of active participation by women.
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.
* 2.04% in FY2015
To support the active participation of employees with disabilities, Fujitsu holds forums attended by these employees, paired with department heads or other members. In fiscal 2014, we held a workshop inviting participants to recognize their own strengths and weaknesses and turn those weaknesses into strengths in order to take control of their own work styles. The workshop also considered the creation of workplaces for maximizing results as an organization. On the day of the workshop, we performed trial usage of a conference support system for persons with hearing disabilities, the result of our own research and development.
Fujitsu establishes special subsidiaries*3 to provide more forms of employment for workers with disabilities. These subsidiaries give consideration to the particularities of each employee's disability and aim to be workplaces where these employees can play a more active role.
*3 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.
|Company name||Establishment||People with disabilities||Main work||Workplace|
|Fujitsu FSAS & Sun LTD.||1995||28||Repair of ATMs, PCs, circuit boards; other work related to Fujitsu's maintenance services||Beppu|
|Fsol Act LIMITED||2011||33||Data management, recycling, cleaning, in-facility delivery, health-keeping||Bunkyo Ward, Aomori, Sapporo, Nagano, Sendai, Niigata, Omiya|
|Fujitsu Harmony Limited||2013||13||Creation of PDF documents, document disposal, recycling, miscellaneous support||Kawasaki, Numazu|
|Fujitsu FMCS Challenged Ltd.||2014||6||Office support work, printing / binding, document disposal, in-facility delivery||Yokohama|
*4 In order of establishment, as of March 2015
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 272 as of March 31, 2015.
Fujitsu launched the Integr8 project in 2007 to enable foreign national employees to contribute and utilize their full potential. We have since undertaken the creation of good working environments for these employees.
At the launch of the project, we set up a system in English on our intranet to field questions and requests for consultation, and created an intranet to explain rules, regulations, personnel-related procedures for activities such as business travel, the visa acquisition process, living necessities, and so on, to help foreign national employees settle into the Fujitsu organizational environment and life in Japan.
Since then, Integr8 has expanded the scope of its activities to encourage cross-cultural interaction among employees of differing nationalities and to support the international integration of Fujitsu workplaces. With the goal of supporting the formation of global society within the Fujitsu Group and fostering a mindset that accepts cultural differences and embraces diversity, the program holds lectures and other events, including discussions aimed at the supervisors of foreign national employees.
Fujitsu held a workshop to share best practices involving the issues faced by foreign nationality employees and the management issues faced by their supervisors. The workshop, which targeted department heads who manage such foreign employees, made use of the Practical Manual for Making Use of High-Level Foreign Human Resources that was planned and produced by Fujitsu Research Institute under contract by the Ministry of Health, Labour and Welfare.
Share this page