Well-being
Fujitsu Group’s vision of well-being
As society and how people work undergo significant changes, the well-being of each individual is becoming ever more important as a source of sustainable growth for companies.
Fujitsu has identified “Improving people’s well-being” as a materiality (a key issue that the organization prioritizes working on). We provide solutions and services that contribute to improving the well-being of all members of society, while also actively promoting initiatives to enhance the well-being of our employees so that every individual can maximize their potential in delivering these solutions and services. As the core of these efforts, Fujitsu views human resources as a critical foundation of its materiality framework. In addition to creating a talent portfolio aligned with our business portfolio, we are enabling sustainable growth by enhancing employee engagement, promoting DE&I, and fostering well-being.
Through our ongoing initiatives, we re-examined the ideal form of well-being that we should strive for as a company and redefined Fujitsu Group’s vision of well-being in FY2025. This vision is “a state where every individual is guided by their aspirations, embraces challenges, and contributes to a better future for all.” We believe that holding an aspiration—the driving force behind a sense of happiness and fulfillment in one’s personal life—and continuously taking on challenges through both life and work leads to the improvement of individual well-being. When it resonates with many others and spreads to teams and organizations, each individual’s journey becomes the driving force behind Fujitsu’s sustainable growth and our continued ability to build trust in society through innovation.
The Fujitsu Group places importance on four categories that constitute well-being: growth toward career fulfillment (Career & Growth Well-being), appropriate and fair compensation (Financial Well-being), connections with others and society (Social Well-being), and physical and mental health (Health Well-being). The well-being we aim for is a state in which these elements mutually influence and complete one another, enabling each employee to grow autonomously and continue creating value through challenges.
Promotion system
Well-being activities are reviewed by the Sustainability Management Committee, which meets semiannually to confirm the progress of activities and achievement of targets, and to discuss new activities. The results are reported to the Management Committee. The Chief HR Officer (CHRO) is placed in charge, with the PMO (CHRO Office) responsible for planning and promotion. Regional leaders are appointed from each region to promote specific measures and activities in each region.
Goals and results
Well-being story by 2030
The Fujitsu Group has defined three steps to achieving well-being for its vision for 2030 “Integration with Corporate Culture and Contribution to Society.” Our vision for 2030 is a state where every Fujitsu employee can have a sense of well-being as their activities contribute to improving well-being across society. This will lead to the realization of the Fujitsu Group’s purpose of making the world more sustainable by building trust in society through innovation.
As part of this process, we are currently aiming for a state in which each employee deepens their self-awareness, leverages their strengths, and collaborates with others through mutual understanding.
Major initiatives in FY2025 (results)
1.Promote understanding of well-being
Well-being session (November 2025)
The Fujitsu Group holds regular internal sessions to deepen each individual employee’s understanding of well-being.
In November 2025, we held an online session called “Well-being Session: Quit, Conform, or Transform? Navigate your path, empower your leap!” (attended online by around 210 employees, with the archived video watched by around 180 employees). Through dialogue with members of internal employee-led groups, participants shared their choices and experiences at turning points in their career and life. Together, they reaffirmed that well-being is something we build for ourselves and recognized the importance of relationships as the foundation for that well-being.
Roundtable discussion | Ｗell-Being in the Age of AI
As advancements in AI are bringing about significant changes in business operations and how we work, in November 2025, Hiroki Hiramatsu, CHRO, and Seishi Okamoto, Head of Fujitsu Research, held a discussion to convey to approximately 110,000 employees around the world the importance of pursuing human creativity, learning, and growth while utilizing AI as a “buddy.” Guided by a human-centric philosophy, the Fujitsu Group is committed to promoting well-being that supports each employee’s challenges and value creation, with the goal of building a society where AI and humans evolve together.
Global message for the International Day of Happiness
On March 20, 2026, in observance of International Day of Happiness, CHRO Hiroki Hiramatsu delivered a message to approximately 110,000 employees worldwide. In this message, he redefined our vision for well-being based on insights from the well-being survey, which indicated that we should aim for a state where both perceived well-being and motivation for growth are high.
2.Data-driven visualization and analysis
Implementation of the well-being survey
We have been conducting an annual well-being survey every year since 2023.
- Ascertain the extent to which employees feel their well-being.
- Design and execute policies for the enhancement of well-being based on the survey results.
- Volunteer survey of Fujitsu Group employees, including employees abroad (valid respondents: 72,393)
- November and December 2025
The results of the company-wide survey showed that employees with a high level of motivation for growth tended to have higher average perceived well-being scores. At the same time, it was confirmed that even among employees with high perceived well-being scores, levels of motivation for growth varied. Based on these results, the Fujitsu Group believes it is important to strive for a state in which both motivation for growth and perceived well-being are high.
