Social Well-being


Work Environment

Promoting New Ways of Working with ‘Work Life Shift’ Under the New Normal

Fujitsu is promoting Work Life Shift in these uncertain times to generate higher employee productivity than ever before, while ensuring that creativity and innovation continue to grow.

Work Life Shift is a concept that achieves employee Well-being by focusing not only on ‘work’, but by completely shifting the ‘job’ and the ‘lifestyle’.

We are implementing various initiatives, both in terms of personnel systems and workplace environment changes, that will allow us to create and deliver value for our customers regardless of location or time and that will enable the ongoing transformation of Fujitsu itself.

The Work Life Shift offering consists of three key categories: Smart Working, Borderless Office, and Culture Change.

Smart Working
Approximately 80,000 employees of Fujitsu Group companies in Japan work principally on a teleworking basis (excluding those in manufacturing facilities and those assigned to customer sites). Our employees enjoy an optimal work style that allows them to choose flexible working hours and a work location that suit the characteristics and objectives of their work tasks as well as their lifestyle.

Borderless Office
Freed from the constraints of working in a traditional fixed workplace, employees can select a location that ideally matches the required task – be it their home, a hub office, a satellite office, or other appropriate workspace.

Culture Change
People management founded on high levels of employee autonomy and trust will generate maximized team performance and enhanced productivity.

Announcing Work Life Shift 2.0 -- DX Company Work Styles that Cater to Everyone’s Well-being

In October 2021, Fujitsu announced Work Life Shift 2.0 as a way to achieve a true hybrid work style that includes the effective use of real communication in the office and also aims to provide workers a more fulfilled life. The new version puts in place more advanced measures that reflect both employee feedback and issues that arose when the original Work Life Shift was implemented.

  1. Practical Hybrid Work and the Evolution to “Experience Place”
    As we look towards a post-COVID future, the office is evolving from the work place of the past to an “experience place” that offers experiences only available at the office. New ways of using the office provide greater collaboration through real communication as we transition to a true hybrid work style that combines the real with the virtual.
  2. Evolution of Work Styles for a DX Corporation
    At Fujitsu, we are making the value of the various experiences gained from putting hybrid work into practice visible as data as we move towards a work style that boosts productivity while allowing for greater creativity. We are also further stepping up our collaborations with other corporations and local governments who support the Work Life Shift concept and contributing to the resolution of problems for our customers and the community more broadly.
  3. Enabling Work-Life Synergies
    By leveraging flexible work styles to make workers’ home lives more fulfilling, we are generating synergies and promoting new value creation, as well as achieving greater engagement and improving the wellbeing of all our employees.

Fujitsu Telework System

In April 2017, Fujitsu formally introduced a telework system that allows for flexible ways of working that are not tied to a specific location. This system is available to all 35,000 Fujitsu parent company employees in Japan and includes working from home or a satellite office as well as working during business trips.

The telework system facilitates business continuity in emergency situations such as the spread of infectious diseases and during natural disasters, providing for work innovations such as holding online meetings and digitizing written materials. It also provides an environment that makes it easier for employees with other commitments, such as raising children or caring for relatives, to continue working, helping Fujitsu to support and retain valuable personnel.

Goals of the System

  • To boost individual productivity and maximize the benefits of team work
  • To build an environment that supports continued participation by a diverse range of staff
  • To ensure business continuity and rapid responses to disasters

Initiatives Aimed at Reducing Long Working Hours

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. By promoting Work Life Shift, we are also enhancing our systems that support diverse modes of employment based on tele-working, allowing employees to make use of flexible working arrangements, such as flex time and exempt labor systems.

Examples of specific initiatives aimed at reducing long working hours:

  • Adopting flex time that is not tied to a core time and exempt labor systems for professional and management-related work
  • Sending alert e-mails regarding overtime work
  • Specifying recommended days for taking annual leave
  • Emphasizing the concept of working hours management during management training
  • Adjusting work patterns and leisure patterns according to fluctuations in workload

Support of a Healthy Work-Life Balance

Fujitsu and its domestic Group companies aim to generate new forms of value through Work-Life Synergies. We support each employee’s efforts to enrich their career with initiatives in areas such as childcare and nursing care.

  1. Childcare
    • Childbirth/childcare support leave (spouse or partner is entitled to 20 days of leave within 8 weeks before or after birth)
    • Use of annual leave is permitted during childcare leave
    • Child illness/injury leave (up to March 31 in Year 6 of elementary school)
    • Childcare reduced working hours system (up to March 31 in Year 6 of elementary school; can reduce by a maximum of 2 hours per day)
    • Establishment of corporate childcare centers
    • Subsidies for babysitting service expenses
  2. Nursing care
    • Leave for nursing care and preparing for nursing care
    • Nursing care reduced working hours system
    • Remote work
    • Establishment of a contact point for advice

VOICE Program

The Fujitsu Group launched the VOICE Program in October 2020, as a project to "not only listen indirectly to customers' ‘voices’, but also listen more directly and more often" as well as to "directly link the opinions of the Fujitsu Group’s 130,000 employees to management". The concept of VOICE is symbolized by the slogan "change one's voice into a force and create a wind of change". This is an activity that aims to heighten corporate competitiveness by collecting the ‘voices’ of customers and employees and – by using them to speed up decision-making in business activities – thereby change behavior, raise awareness, and generate encounters.
As part of efforts to enhance the workplace environment, we periodically conduct surveys related to Work Life Shift and the results are reflected in a range of measures that leverage the VOICE program, such as business process reforms and the review of systems and operations. This leads to improvements in employee experience and employee engagement.

Measures to Enhance Communication

Labor Relations

Fujitsu has a union shop agreement with the Fujitsu Labor Union, Based on the union agreement, we hold 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. These agreements also stipulate the collective bargaining rights of the union.

In Europe, the Fujitsu European Labor Relations Council Annual General 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.

Fujitsu has established a consultation service as a contact point for email and phone queries to the Human Resources and Administration Units. This is part of a structure that is designed to make it easy for employees to seek guidance on human resource and administrative programs.

In-house Social Media Network

The Fujitsu Group uses an in-house social media network to strengthen the ties between people all round the world, enabling diverse and talented employees to engage in communication that goes beyond the organization. As communities become more diverse, this network offers spontaneous forms of communication for employees that go beyond mere interchanges within the organization, encouraging new business plans, secondary jobs and workations, and allowing exchanges of information on careers in the life sphere, such as child-raising and caring.

It is also used by employees to discuss opinions and aspirations circulating in the community, such as staff management policies and the environment.

Key Initiatives in Regions Outside Japan

Technology Support in Rural Thailand

Technology Support in Rural Thailand
Fujitsu (Thailand) Co., Ltd. offers technical training in Thailand’s rural areas and also supports access to future employment opportunities. For example, as part of our efforts to boost the availability of personal computers, we donated computers, educational tools, and meals to schoolchildren in Phetchaburi Province. As the issue of digital inclusion becomes increasingly important, Fujitsu wants to help reduce gaps in learning opportunities and thereby create a more inclusive digital society on a global level.

Mindfulness Lab in the Americas

Mindfulness Lab in the Americas
The Mindfulness Lab has been launched in Americas Region, in response to requests from participants, and features mindfulness webinars hosted by the Americas Responsible Business Wellbeing Lead. The 30-minute, biweekly Mindfulness Lab sessions include exercises that support calmness, focus, and connection. Guided by the Lead, who is a certified Mastermind Mindfulness Facilitator, the sessions incorporate a mindfulness topic, a relevant practice, and time for discussion.

Moving your Wellbeing Dial in Australia and New Zealand
Fujitsu invited Dr. Sarb Johal to present a session to employees in Australia and New Zealand. Active in many disciplines, the psychologist is also a broadcaster and best-selling author of books such as “Finding Calm: Managing Fear and Anxiety in an Uncertain World”. During the session, Dr. Johal encouraged participants to think about and acknowledge recent global and regional challenges and he explored tools and practical tips to move our well-being initiatives in a more positive direction.

Moving your Wellbeing Dial in Australia and New Zealand
Moving your Wellbeing Dial in Australia and New Zealand

FY2022 Performance

Initiatives Aimed at Reducing Long Working Hours

The discretionary working system applies to 17% of employees, and the flex time system applies to 78% of employees (Fujitsu Limited)

Telework Rate

The telework rate is around 75%.

Unionization Rate

The unionization rate is 75.4% (Fujitsu Limited) * Calculation basis includes managers and non-regular employees who are not union members

Overall rate Voluntary retirees

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