Diversity, Equity & Inclusion

Here at the Fujitsu Group, we have engaged in efforts to advance diversity, equity and inclusion (DE&I), based on the idea that "We respect fairness and equality, and promote diversity and inclusion," as described in the Purpose Statement of the Fujitsu Way.
In 2022, we revamped the Global DE&I Vision & Inclusion Wheel to create an equitable and more inclusive culture where has a greater feeling of belonging and can be completely themselves. Equity, as expressed in this vision, is intended to recognize and respond to the fact that all people are in different circumstances and will require a variety of resources and opportunities depending on their circumstances, as opposed to equality, which provides the same things equally to everyone. Through this more inclusive and holistic approach to DE&I, we aim to achieve a sustainable society, looking at the positive impact Fujitsu’s technologies and solutions have on society.

The Sustainability Management Committee, chaired by the President and CEO, meets twice yearly to review progress in DE&I activities and DE&I target achievements, and to discuss proposals for new activities. The results are reported to the Executive Management Council and the Board of Directors. For Fujitsu, the materiality of Human Capital in terms of DE&I serves as a foundation for our sustainable development, and the Chief Human Resource Officer is charged with this responsibility.
As a forum for considering specific measures, we hold regular meetings that include DE&I promoters from all regions. Led by DE&I, participants share the issues and measures taken in their own regions and also plan globally coordinated promotion measures.
Additionally, we carry out an annual engagement survey that includes questions related to DE&I in order to grasp the overall situation and confirm the progress of initiatives from employee opinions.
In terms of systems, we have established measures to more proactively promote diversity leadership and inclusion based on our organizational commitment, such as training programs to expand the pipeline for the promotion of women executives and the inclusion of DE&I items as non-financial indicators in the evaluation of our organizational heads.

In addition to employees in each region sharing their DE&I experiences and insights via internal media, each region is actively working to instill DE&I corporate culture.

In FY2017, the Fujitsu Group issued a CEO Statement of Support for the Women’s Empowerment Principles, which were created by the UN Global Compact and UN Women. In doing so, we pledged our support of the principles. In FY2018, we also became the first Japanese company to pledge our support to the UN’s LGBTI Standards of Conduct for business, and have been proactive overall in our adaptation to global trends in diversity.
We are also a member of G20 EMPOWER, a private sector alliance to increase and empower women in key roles in the economy and business, as well as the 30% Club Japan, which aims to achieve a healthy gender balance in corporate decision-making bodies.

In honor of International Women’s Day, March 8 of each year, Fujitsu sends out messages from top management and through social media. We are also accelerating our corporate culture transformation through various events such as webinars in each region while also creating a sense of unity and belonging within the Group through the use of the color green which is the Fujitsu Group’s theme color for gender.
In fiscal 2024, on the auspicious occasion of International Women’s Day, we held “Breaking the Barriers Conference” globally, with the aim of fostering a corporate culture where anyone can play an active role in a way befitting themself. Several executives gave talks, considering the concept of “inclusion” along with the participating employees.
The Fujitsu Group promotes initiatives with the goal of increasing the ratio of female employees in leadership positions.
At Fujitsu, these efforts involve nominating women employees from the leaders of each department as candidates for top management, and establishing/implementing individually tailored training programs for these employees alongside their workplace, the management, HR, and DE&I promotion teams. In addition to these kinds of management-track leadership programs, we also conduct workshops and events that allow female employees to reflect and build on their careers in all other tracks as well. These expand and act as pipelines to drive female employees to further advancement, and allow us to support the careers of each and every employee.

“Breaking the Barriers (BTB)” is a space to recognize the “glass ceiling” and discuss ways to eliminate it, as well as the name for an array of activities aimed at providing such insight.

Fujitsu has continually established “spaces for discussing our true thoughts” in order to deepen mutual understanding between management and employees, and to promote an organizational framework that incorporates diverse perspectives.
In this session, we engage the President in a casual dialogue concerning the future strategies of Fujitsu, career development, and the issues and changes female managers and adjacent employees feel in their day-to-day work life. The session is open not only to female employees, but to male employees as well, and offers the opportunity to understand the issues related to the activity of women from various perspectives. Through this, we hope that management and related employees begin to notice their unconscious biases, and deepen their understanding, as we try to raise women’s base level of activity overall.

At Fujitsu, we received a number of requests from women leaders for opportunities to network with other women in leadership roles across organizations. So, we created “en Fujitsu WOMEN Leaders.”
This community is intended to form a network of women leaders across organizations (interdepartmental), and encourage empowerment. The exchange event includes a message from the management as well as a place for free exchange between participants. We expect this event to bring even greater growth by encouraging continued networking, and offering mutual stimuli, learning, and support to the women leaders.

We hold a workshop intended primarily for female employees on a leadership track in Fujitsu and its domestic Group companies with the aim of examining individualized careers and the actions necessary to achieve such careers.
In fiscal 2024, we introduced sessions for deepening self-understanding, and strengthened the element of career ownership. By learning about diverse workstyles and gaining an executive model through talks given by outside lecturers and dialogue with multiple role models, female employees see reduced confusion and uncertainty regarding their future career (including woman-specific issues) and greater vision of their ability to demonstrate competence as an executive, thereby enabling them to expand their career options.
FY2024 participants: 749 (from Fujitsu and domestic Group companies)

At Fujitsu Germany in the Europe region, we offered two 3D Web-Workshops for an event on Girls’ Day, an industry-academia-government collaboration in which girls from all over Germany experience a day at a workplace to encourage interest in and understanding of STEAM fields. These workshops were intended for female students from elementary grade five and up for the purpose of increasing and strengthening women moving into research and technical positions in the next generation.
Fujitsu Australia and Fujitsu New Zealand formulated their “Gender Equity Strategy 2024-26” with the aim of recruiting more women and a diversity of people.
Because a diverse team that is reflective of society is an innovative one, Fujitsu will continue to improve its gender mix in its operations. With this ambitious goal, we aim to be an employer of choice for women.
Global Delivery Business Group offers a program called “Women in Business” where there are lectures about professional growth of female employees, and events highlighting women leaders, thereby empowering and supporting female employees from the perspective of career development.

In response to growing social demand for the employment of persons with disabilities, especially in Japan, Fujitsu has formulated the "Empowerment Stories for Persons with Disabilities" to address the inclusion of persons with disabilities as a responsible technology company. We are working to create a more comfortable working environment for employees with disabilities and to contribute to the elimination of social barriers through technology, aiming to achieve inclusion and innovation.

Each year on December 3, the International Day of Persons with Disabilities, we use the color purple, which is the Fujitsu Group's theme color for health and disability, to create a sense of unity within the Group and deliver messages from top management. In each region, DE&I promotion teams and employee network groups work together to raise awareness of disabilities by holding events such as webinars and roundtables to promote understanding of persons with disabilities, and also conduct various initiatives aimed at boosting employee awareness about disabilities.
In Japan, we held a webinar examining the concept and wide adoption of reasonable accommodation and broadcast it to our operation bases across the country. In the Europe region, we held talk events connected to “Inclusion Week” and “International Day of Persons with Disabilities.”

At Fujitsu and its domestic Group companies, we have established special subsidiaries in order to provide people with disabilities a wider range of workplaces. These subsidiaries work to create a workplace where each individual can thrive while taking into consideration the characteristics of their disability.

Fsas Technologies & Sun Inc. (as of April 20, 2025)

Fujitsu Harmony Limited (as of April 20, 2025)

The Fujitsu Group strives for communication that is open and accessible to all people with diverse characteristics.
Related departments collaborate to achieve accessibility across brand communications, product services, and work environments.
The new corporate brand applies a diversity-conscious design and emphasizes accessibility by developing a unique corporate font that is easy to read.

In 2024, we rolled out e-learning content to deepen companywide understanding of accessibility, fostering a mindset that each and every employee belongs to a digital transformation company contributing to the development of a digital society in which no one is left behind.
Additionally, in November 2024, we set up a Fujitsu accessibility site, wherein we publish our “Approach to Accessibility” as a commitment to initiatives in accessibility, and describe examples of those initiatives.

Fujitsu has signed the sponsorship agreement Tokyo 2025 Deaflympics (*2). Previously, we developed “Ontenna” and “Ekimatopeia” through co-creation and collaboration with deaf and hard-of-hearing persons. Through these, we are offering an opportunity for many people to start thinking and learning about how “disability caused by barriers in society,” as we aim for understanding and encouragement of DE&I on the occasion of the Deaflympics.

In the Europe region, Fujitsu UK provides its independently developed “Be Completely You Passport” to enable employees to share the support they need in the workplace and work with employee network groups to ensure that reasonable accommodations continue to be available to them as their duties change.

As part of Fujitsu’s ongoing commitment to supporting neurodiversity and advancing inclusive opportunities, three employee inclusion network groups—Women’s Innovative Network (WIN), Abilities Beyond Limitations employee inclusion network (ABLe), Classroom to Corporate (C2C)—from Fujitsu Americas region participated in HackAutism—an event hosted by STEAM Achievers in partnership with Microsoft. The event welcomed 160 high school students on the autism spectrum, providing a platform to explore innovation and creativity. Fujitsu employees volunteered their expertise as mentors and judges in a business idea competition, helping to inspire the next generation of diverse talent pursuing careers in STEAM.

The Fujitsu Group strives for a corporate culture where all generations should feel respected and have opportunities to succeed.
As part of this effort, Fujitsu set up a dialogue forum for employees across generations to deepen mutual understanding as they discuss their values and job satisfaction.
The Europe region has implemented “Perspective,” a reverse mentoring program in which rank-and-file employees become mentors to executives, which is the opposite of the traditional mentoring relationship. Thirty-two pairs of reverse mentor-mentees participated in up to six mentoring sessions each, providing an opportunity for regular employees to think deeply about leadership and for executives to understand the mindset and culture of younger employees and gain new IT skills. This program has had a positive impact on our organizational culture at our various locations in Europe.
In the Europe region, Fujitsu Germany participates in a next-generation network established in 2015. That network bridges and links different generations, and aims to provide the potential to network with employees who are in the initial stages of their careers. Additionally, it maintains tight-knit connections with the leadership team, in order to provide a place for the exchange of ideas. The network has a local organizational structure, but it also exists and cooperates globally. Furthermore, it frequently supports topics related to sustainability, such as World Cleanup Day.

Fujitsu is moving forward with efforts to establish systems that will allow employees to better balance their work and private life, including such events as childbirth, childcare, and long-term care. In addition to introducing and mainstreaming remote work, we are promoting a balance between work and childcare and nursing care by further enhancing our work systems, such as expanding "flex time" work setups without core work hours and increasing the number of days men can take our unique parental leave.

Fujitsu has established an Action Plan (*5) in accordance with the Act on Advancement of Measures to Support Raising Next-Generation Children, and has also prepared and operates a workplace childcare facility along with a system that subsidizes childcare-relevant menu choices available at the cafeteria with double points.
Additionally, we are developing tools for trouble-free childcare leave, such as the intranet-based “Guidelines for Childbirth and Childcare” and the “Childcare Memo” for planning for the future in regards to childcare. Furthermore, we comprehensively support work-childcare balance by publishing the “Handbook for Work-Childcare Balance,” which acts as a reference for considering workstyle and career from the time of parental leave to returning to work and onward, and by arranging an environment where employees can consult with other parents in the workplace through SNS.

We implement training for all company employees to gain basic knowledge about caregiving and learn about internal and external services, and provide tools for supporting work and caregiving balance. Additionally, we do caregiving surveys alongside training to ascertain the number of employees with caregiving situations and the feasibility of long-term employment with Fujitsu if faced with caregiving. We also make available a “Handbook on Managing the Balance Between Work and Caregiving “which compiles company policies with knowledge and actions necessary for each stage of caregiving. In collaboration with Fujitsu Group Caregiving Consultation Center, we are aiming to realize employee wellbeing by addressing the caregiving worries of each employee.

See (*6) for a list of the external awards / certifications that Fujitsu has received for its diversity efforts.

<Awards/Recognitions in FY2024>(Region name)