Non-Financial Indicators

Approach

To contribute sustainably to the Fujitsu Purpose in the long term, it is essential to foster trusted relationships with all stakeholders. The Fujitsu Group has integrated non-financial indicators into its core business activities, promoting their achievement alongside financial targets.
To measure and verify our positive impact on customers and society, and to strengthen the Foundation for Achieving Sustainable Development, we set non-financial targets in the Medium-Term Management Plan announced in FY2023. These targets include key performance indicators (KPIs) such as: Customer Net Promoter Score (NPS®)(*1), Employee Engagement (EE), Diversity Leadership (ratio of female in leadership roles), Productivity Index, and Greenhouse Gas (GHG) Emissions Reduction Rate. We are continuously monitoring the progress of these KPIs.

(*1) : Net Promoter®, NPS®, and the NPS-related emoticons are registered trademarks of Bain & Company, Inc., NICE Systems, Inc., and Fred Reichheld.

Net Promoter Score (NPS®)

Global Net Promoter Score (NPS®) Survey (Global NPS® Survey) is a metric used to objectively gauge the extent to which trusted relationships with customers helps create customer loyalty. Unlike customer satisfaction, which indicates the degree of satisfaction or dissatisfaction with a purchased product or service, customer loyalty is characterized by the ability to determine the degree of customer attachment and the likelihood of repeat purchases. The Fujitsu Group employs Global NPS® Survey as one of its non-financial indicators with the aim of realizing customer-centric management. By listening to our customers' views via NPS® and offering services that appropriately suit their requirements, or by making proposals that anticipate their future needs, the value of the customer experience will be enhanced and our Global NPS® Survey will rise further. We believe that creating such a positive cycle will result in a boost to the corporate value of the Fujitsu Group.
As a structure to achieve this objective, at the working level we have appointed customer experience leaders in each region to take the lead in a timely manner in relation to improvement activities. Action plans and awareness of issues developed through discussions between CX leaders and frontline employees are shared with management, ensuring that customer issues are addressed at the frontline level and treated as management issues. This creates a system with a ‘feedback loop’ to propose continuous improvement, examine areas for investment, and verify the effectiveness of measures already taken.

Customer Net Promoter Score（NPS®）

To promote these initiatives, the Medium-Term Management Plan for FY2023-2025 set a company-wide NPS® target of a 20-point improvement on FY2022 levels. As a result, the NPS® for the most recent fiscal year (FY2025) achieved a level 7.4% above the target for that year (up 27.4% on FY2022).
This gain was achieved by analyzing the customer feedback returned in annual surveys and then applying those suggestions to make ongoing improvements to our everyday business activities as well as our products and services. The full-scale rollout of Fujitsu’s key Uvance business model and the launch of the consulting business make up another program that has grown out of our responsiveness to customer expectations. We also believe that continued enhancements in our communication with customer management in recent years have helped to improve the quality of our interactions and build more trusting relationships, which has in turn led to us being seen in a better light.
However, the rapid pace of change in society and the economic environment make it all the more important for us to more fully understand our customers’ management issues and business problems so that we can continue to provide value. To achieve this, we think it is vital that we adopt the approach of strengthening our capacity to promote integrated AI-based solutions and offering consulting that employs technology platforms. This will enable us to address complex customer problems in a seamless process from implementing innovative ideas through to generating results.
Based on this level of problem recognition, as of FY2026 the Fujitsu Group as a whole will be promoting further initiatives aimed at HR reform and boosting our capacity to provide practical outcomes.
We will also be using the customer feedback from Global NPS® surveys to modify the behavior of Fujitsu employees. Through these measures we aim to improve the customer experience and the quality of the value we provide so that we become their growth partner of choice.

Employee Engagement (EE)

The Fujitsu Group's greatest management resource is its employees, who are the source of the value we provide to customers. We believe that highly engaged employees are better able to provide high-quality services to our customers, that positive customer feedback increases an employee’s sense of achievement with relation to their work, and that improving the engagement of each employee therefore leads to the growth of both the individual and the Fujitsu Group. Based on this belief, we flagged Employee Engagement as one of the non-financial indicators used to measure the sustainable growth of the Fujitsu Group. Fujitsu defines Employee Engagement as “an indicator showing the degree of employees’ motivation and attachment to work and their willingness to contribute independently in harmony with the company’s direction and purpose.” Employee Engagement can also be seen as an indicator of the extent to which the Fujitsu Group has the necessary human resources and other capabilities, including the right organizational culture, to gain the trust of customers as a DX partner. We have set a target value for employee engagement of 75, benchmarked against other companies around the world. To reach this target, twice a year we run globally standardized surveys of employee engagement that enable us to promptly gauge our organizational culture and identify changes in our employee’s work styles, opinions and awareness. The survey outcomes are then quickly applied to our management practices. The company-wide score for FY2025 was 71, a 3-point improvement on the previous year. We saw a particularly strong 5-point rise for the score within Japan as we have stepped up our efforts to achieve our targets, aiming to rank favorably amongst other global companies. Underlying these improvements in our scores is a recognition of the outcomes achieved through independent programs run by different organizations. These outcomes stem from the employee feedback returned by surveys and include a heightened appetite for personal growth and ownership among individual employees, more trusting relationships between workers and their superiors, and improvements in the quality of information distribution by management.
Fujitsu has implemented a framework comprising a Center of Expertise (CoE), a specialist team dedicated to creating highly engaged organizations, and Human Resource Business Partners (HRBP), a team of strategic HR partners who work with leaders at the highest level in organizations in Japan and in our overseas regions to boost engagement. We have been working for some time to establish platforms for improved engagement built around interaction and trust across the entire company. Specific measures include running Town Hall meetings and the use of the “Open Talk” communication tool to provide ample opportunities for organization leaders and their members to openly exchange views. This has been supplemented since the last fiscal year by a deeper focus on initiatives, built on these platforms, to visualize organization-specific issues based on the analysis of survey results and to provide support tailored to the organization’s circumstances. Specifically, these initiatives use issue visualization tools that employ Fujitsu Laboratories’ technology and AI to clearly reveal the fundamental structures of issues, something not achievable using correlation analysis alone. This helps us to formulate data-driven improvements that are not dependent on experiences or intuition. In addition to improvements coming out of workplaces, we have also initiated an approach aimed at management-level issues that involve systems and structures that are difficult to resolve at the individual workplace level.
Our aim going forward is to continue promoting even more data-driven cycles of improvement using technology and AI by collecting and disseminating the knowledge and successful case studies that emerge from these initiatives. We also intend to continue working to further improve employee engagement by resolving issues relating to the working environment, including the systems and structures common to the entire company.

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Employee Engagement FY2023 results

Employee Engagement FY2024 results

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Employee Engagement FY2025 results

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Employee Engagement FY2025 target

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Diversity Leadership (Ratio of female in leadership roles)

The Fujitsu Group aims to build a corporate culture driven by diversity and inclusion, based on the Fujitsu Way. The core vision guiding this is to “Build an inclusive and equitable culture where everyone belongs and can be completely themselves.”
With this in mind, our goal is to create innovation, enhance our corporate value, and contribute to a trusted society. We aim to achieve this by recruiting the human resources that are indispensable for Fujitsu’s continued growth due to the multi-faceted individualism, capability and potential of each and every employee, as well as their diversity and specific expertise, and making the best possible use of the value they bring to the company.

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Ratio of female in leadership roles

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Gender-related programs are an important management issue and one of the non-financial indicator KPIs when it comes to drawing the greatest possible value from our human resources. This is why we have programs aimed at achieving a ratio of 30% of women at the leadership level by FY2030. That figure stood at 18% at the end of FY2025.
The Fujitsu Group will continue to implement multi-layered initiatives such as workshops encouraging career ownership, training programs that promote changes in the thinking of managers at all levels, programs that provide opportunities for employees to shadow senior managers, and an enhanced mentoring system. Based on our proposed Work Life Shift framework, we are also working to improve our employees’ well-being by promoting diverse and flexible work styles. While recognizing the innovative work styles premised on the use of AI, we also want to ensure that our staff receive all the support they need both to develop their careers and cope with life events. Through these initiatives, Fujitsu supports all its employees to grow and meet the challenges they face, bringing together their diverse perspectives and strengths within the organization so that we generate a virtuous cycle of maximized human resource value and well-being. In this way, we are continually working to promote the formation of a corporate culture in which these things can be achieved.

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Per capita productivity

In FY2023, the Fujitsu Group adopted “per capita operating income” as a productivity indicator, setting an increase of 40% on FY2022 levels as our target for the end of FY2025. To this end, we promoted innovation on two fronts: reinforcing existing business models, and creating new value.
Within Fujitsu, particularly in recent years, we have seen an acceleration in initiatives founded on creating results and practical outcomes. In the business sector, AI-driven transformation of development processes is underway, and the active use of generative AI and development support tools is leading to improved development productivity, primarily in the area of delivery. These innovations deliver improvements in both quality and speed and also help to boost profitability.
Within Fujitsu, we are deploying AI agents across functions such as sales and management to redesign internal processes, driving both productivity gains and higher-quality decision-making. These advances are not limited to specific sectors, but are permeating the company. The combination of increased business efficiency and the creation of added value is producing consistent results.

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Per capita productivity in service solutions

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In addition, the knowledge gained through these practical applications within Fujitsu are systematically captured and codified as “ best-practice frameworks”, enabling their reuse and continuous refinement across the organization. At the same time, these frameworks also serve as the foundation for data and AI-driven offerings and consulting services, allowing us to translate internal transformation experience into tangible value for our customers.
As AI-driven business transformation continues to accelerate, we expect to see quick wins drive broader adoption while generating strategic use cases with long-term business impact. These trends will establish a virtuous cycle in which best-practice frameworks, technology, and human capital continuously reinforce one another, driving sustainable productivity gains and enabling scalable, repeatable models for value creation.

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Reduction of GHG Emissions

The Paris Agreement (COP21) adopted in 2015 set out a long-term, shared global goal to hold the rise in average global temperature to well below 2℃ above pre-industrial levels and pursue efforts to limit it to 1.5℃. It also set the goal of carbon neutrality by the second half of this century. Subsequently, following a review of climate change impacts (loss, damage, etc.) based on the latest scientific evidence, the Glasgow Climate Pact adopted at COP26 effectively positioned the 1.5°C goal as the global target and confirmed the need to achieve net-zero emissions around mid-century (around 2050). In response to these rapid changes, the Fujitsu Group announced a target to achieve net-zero for GHG emissions across its supply chain by FY2040, with an interim target of net-zero equivalent for GHG emissions in Fujitsu’s own business activities by FY2030. To achieve our carbon neutrality goals, we have formulated and are progressively implementing our Environmental Action Plan Stage XII which sets out specific targets for the five years period from FY2026 to FY2030.

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GHG emission reduction rate of Scope 1 and 2 in the Fujitsu Group

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GHG emission reduction rate of Scope 3 in the Fujitsu Group

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Looking ahead to 2030 from a medium- to long-term perspective, the Fujitsu Group’s materiality identifies two categories of key issues that must be addressed in order to achieve sustainable growth: “Essential contributions” and “Fundamental for achieving sustainable development”. In the area of “Essential contributions”, Fujitsu, centered on its Uvance business, is committed to provide customers and society with value that contributes to “Planet: Conservation of the global environment”, “Prosperity: Developing a digital society”, and “People: Improving people's well-being”. With regard to “Planet: Conservation of the global environment“, we have identified “Climate change (Carbon neutrality)”, “Resource circulation (Circular economy)”, and “Living in harmony with nature (Conservation of biodiversity)” as key challenges. Fujitsu has also established indicators to specifically measure and track its contribution to solving these challenges, including climate change mitigation and achieving a carbon-neutral society, and is actively addressing them as part of its non-financial indicators.