Non-Financial Indicators

The Fujitsu Group's greatest management resource is its employees, who are the source of the value provided 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 responsiveness 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 established Employee Engagement as a non-financial indicator to measure the sustainable growth of the Fujitsu Group. At Fujitsu, we define Employee Engagement as an indicator that shows the degree of employees’ motivation and attachment to work and their willingness to contribute independently in empathy with the company’s direction and purpose.” Employee Engagement can also be considered an indicator that illustrates the Fujitsu Group has the necessary human resources and other capabilities, including organizational culture, to gain the trust of customers as a DX partner. We have set a target of 75 by benchmarking against global companies. While this is an ambitious target for the Fujitsu Group, we are nonetheless striving to achieve this goal with the aim of being on par with other global enterprises.
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. As a specific initiative, we have introduced measures to broaden employees' workstyle options, after clarifying their individual purpose. As part of this initiative, we are conducting a semiannual, global survey to measure employee engagement, the objective being to gauge in a timely manner changes in organizational culture, employee workstyles, opinions, and awareness, and to swiftly reflect the outcomes back to management. The survey includes questions about the employee’s sense of fulfillment in working for Fujitsu Group, the connection between the Fujitsu Purpose and the employee’s own work, and the degree to which employees are able to demonstrate their own strengths. Survey findings are compiled on a manager-by-manager basis and are used to bolster support for management improvement by presenting each manager with the most appropriate Recommended Actions. The HR department is working with relevant departments to introduce improvements to resolve issues identified in the survey in relation to the management foundation.
Past surveys have clearly shown that senior and middle management in each organization must be the driving force in action-taking together with their team members to boost engagement, and that strong relationships built on trust between managers and employees are vital. Meanwhile, there are also issues with the quality and quantity of communication, including a one-sided approach to everyday communication of information.
Going forward, we plan to establish a data-driven cycle to improve organizational performance and individual well-being, leveraging the valuable insights gained from analyzing engagement data. Specifically, we will go beyond using surveys to simply assess the current situation, instead analyzing, visualizing, and organizing the elements necessary for improving organizational performance and individual well-being. This will give us a deeper understanding of the state of the organization and its individuals. Additionally, we will implement AI-driven tools on a trial basis with a view to visualizing problems and identifying and addressing organizational challenges promptly and appropriately. We will also work to enhance management quality by having all management, including the executive team, demonstrate leadership by reviving two-way, cross-hierarchy communication. Thus, by taking various approaches to probing the root cause of factors influencing engagement and employing concrete measures like these, we aim to improve employee engagement, achieve sustainable growth, and contribute to society.

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.”
Today's world is shaped by diverse values and increasingly complex social issues. Decision-making and collaboration by a diversity of leaders with different perspectives, experiences, and styles is therefore vital to Fujitsu remaining a globally preferred company that innovates and engages in sustainable value creation.
Recognizing this, Fujitsu ranks the ratio of female executives as one of its non-financial indicators. This is not just a target, but a symbolic and practical indicator aimed at enhancing diversity among the organization's decision-makers to foster a corporate culture where diverse talents are embraced and activated.
Aiming for a 30% ratio of female executives by 2030, we have adopted a multi-layered approach including workshops to promote career ownership, training programs to encourage attitudinal change in management, opportunities to shadow executives, and enhancements to inform the company’s mentoring system. We are also continuing to focus on creating an environment where everyone can work flexibly according to their stage of life, including through initiatives such as “Work Life Shift 2.0” and enhanced measures to support work-life balance.
Fujitsu views its efforts to increase the ratio of female executives as part of a broader organizational transformation, and will use the initiatives to strengthen the company's basis for enhancing both innovation and the quality of decision-making.

Up until FY2022, the Fujitsu Group was using DX Promotion Indices to measure the level of DX maturity(*2), implementing a whole spectrum of measures to promote DX and lay the groundwork for further change based on its corporate strategies. In FY2023, in order to move into the next transformation phase, the company established a new ‘productivity indicator’ for operating income per capita (which is an indicator for measuring the productivity of business activities), setting the target for the end of FY2025 at +40% against a baseline of FY2022. Throughout FY2024, we have been further promoting business model transformation centered on Fujitsu Uvance, improving productivity the more we leverage AI and digital technologies in our daily operations. Causal analysis shows that AI and digital technologies help improve work efficiency, which we count among the ways DX contributes to business transformation, boosts competitiveness, and is a driver for generating greater corporate value.
Because becoming a true DX company means utilizing data, AI and digital technologies to streamline business processes, and basing more sophisticated IT investments on those processes, the Fujitsu Group will continue to push ahead with productivity improvements, partnering and engaging with a range of initiatives rather than adhering to traditional or established approaches.

The Paris Agreement (COP21), adopted in December 2015, set out a long-term, shared worldwide goal of limiting the average global temperature increase to considerably less than 2℃ and preferably 1.5℃ over pre-Industrial Revolution temperatures, as well as the goal of carbon neutrality (net zero emissions) by the second half of this century. Subsequently, following a review of climate change impacts (loss, damage, etc.) based on the latest scientific knowledge, it was declared at the COP26 Glasgow Agreement that the preferred 1.5℃ target would now become the actual target and that the world must aim to achieve net zero by mid-century (around 2050). These rapid changes led the Fujitsu Group to announce a target of net zero for GHG emissions in its supply chain by FY2040, with an interim target of net zero for GHG emissions in Fujitsu’s own business areas by FY2030. To help achieve these objectives, we released the Environmental Action Plan (Stage XI). This plan runs up to FY2025, a milestone on the path to the targets, and will give shape to our specific initiatives as we work toward the realization of carbon neutrality.