Financial Well-being

To achieve our purpose, the Fujitsu Group aims to be an organization that fosters innovation throughout society. We strive to quickly and agilely assemble our talented individuals from across the Group, united by a shared goal: to solve the challenges faced by our customers and society at large.
To foster "career ownership," where employees take on challenges and grow with their own motivation, and to achieve an organizational design and personnel placement system that aligns the right talent with the right positions based on our vision and strategy, the Fujitsu Group promotes Position-based HR Management as a global human resource platform. This initiative supports the growth and actions of each employee.
Within the HR System based on Position-based HR Management, we have established the “FUJITSU Levels”. This framework clearly defines the duties and staffing requirements of each job, classifying them based on their occupation and responsibility levels.
The FUJITSU Level framework determines the corresponding levels of remuneration. Bonuses are awarded based on evaluations for FUJITSU Level 15 positions and below.
For executive positions of FUJITSU Level VP and above, we are implementing an STI(*1)/LTI(*2) scheme that is more closely aligned with performance outcomes. This scheme will also apply to executives both in Japan and overseas.
Remuneration levels are set with the goal of attracting and retaining a diverse and talented workforce. These levels will be reviewed as needed to ensure competitiveness against global corporate benchmarks. For example, in April 2023, we increased the average monthly salary by approximately 10%. Future remuneration levels will be adjusted appropriately based on market fluctuations.

Fujitsu’s “Connect” global common evaluation system aims to align Fujitsu’s purpose with the individual aspirations of each employee. This alignment fosters individual growth and maximizes the impact on the organization, customers and society.
Connect features three key elements. The second element, in particular, involves regular one-on-one meetings between team members and managers. These meetings focus on providing feedback on individual performance reviews and future growth. Currently, these one-on-one meetings are held at least once a month for approximately 70% of our employees.

(1) Formulating focus area
“Focus area” represents the strategic policies and goals for each business period, aligning with Fujitsu’s Medium-term Management Plan and organizational vision.
Team’s focus area are established based on the team’s goal, and shared with all team members to maximize team performance.
Each individual’s focus are is formulated as a challenging goal, mutually agreed upon in the initial one-on-one meeting between a team member and a manager..

(2) Frequent one-on-one meetings
At least once per month, meetings are held between team members and managers to review recent performance and discuss future growth and career development.
Performance reviews extend beyond mere results management, providing employees with feedback on whether they are acting in accordance with their individual role based on the Fujitsu Group’s Code of Conduct, the Fujitsu Way.
Fujitsu highly values the realization of “Aspiration”, “Trust” and “Empathy” as the key values of the Fujitsu Way, which underpins Fujitsu’s medium- and long-term value structure. Accordingly, within the “Connect” system, employees are assessed on their “Impact”, “Behaviors” and “Learning & Growth” relative to achieving each organization’s vision and Fujitsu’s purpose. (See figure at right.) Additionally, to ensure comprehensive consideration during evaluations, “people discussions” are conducted within each organizational unit to discuss measures aimed at the future growth of each employee and to validate the evaluations.

(3) Using evaluations for remuneration, assignments and upskilling support
Using the evaluation results in considerations of remuneration, assignments and upskilling support enables us to create mechanisms that ensure consistent personnel management and maximize the growth both of individuals and the organization. This, in turn, can have a significant impact on the organization, customers and society at large.