Non-Financial Indicators

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.

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.

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.

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.