Fujitsu 2012 Annual Report Download - page 72

Fujitsu is promoting diversity in its human resources so that its employees and organizations can grow together. By
having employees mutually respect what each has to offer and capitalize on their own value, the goal is to generate
new knowledge and technology through free and open debate from diverse viewpoints.
Fujitsu will contribute to social development through business activities by fostering global business leaders capable
of executing business strategy and creating social value.
Supporting More Active Participation by Female Employees
Beyond quantitative targets alone, Fujitsu enacts various measures to support female
employees in assuming a more active role in corporate life.
Female Leadership Development Program
To facilitate the long-term careers of its female employees, Fujitsu offers this program so
that participants can experience a growth model that allows them to overcome personal
limitations in a focused and conscious manner. This initiative is an effort to groom lead-
ers and future managers among its female workforce.
Designed to boost awareness of career options and develop managerial skills, this
program, which takes place over approximately one year, concludes with each of the
teams utilizing its own perspective and what was learned through the program to offer
suggestions to management.
•Percentage of female employees --- 20%
• Percentage of newly appointed
female managers -------------------- 20%
Numerical Targets for 2020
(Make the percentage of newly appointed female
managers identical to that of female employees)
Active participation by employees with lower-limb
disabilities
During my job interview, I was never asked about disability. The
questions I was asked instead were, “What sort of work do you want
to do for Fujitsu?” and “What kind of support would you need to
make that happen?” Those questions made a huge impression on
me. More importantly, this stance as a company hasn’t changed at
all since I joined. As long as I can explain myself logically to my
supervisors and senior colleagues, they have been willing to entrust
more and more jobs to me. I go on business trips, and when I do
overtime it’s often unsupervised.
The department handles products that support social infrastruc-
ture. I have a strong sense of responsibility as a member of that
team, and hope to always stay mindful in my job of my own growth
and that of my team colleagues.
Employees who telecommute
I live on the south coast of the United Kingdom. I joined the company nearly 6 years ago.
My role is Global VP of Reward.
My working day consists of many calls and dialogues with my global HR Director (based
in Japan), executives, colleagues and team members around the world, ranging across an
18-hour spread of time zones from Australia to the West Coast of the United States.
My conference calls and meetings start as early as 6.00 a.m. and finish late into the evening.
Given where I live, I have a 2.5-hour commute, the company has therefore allowed me
to work remotely from the company offices by setting me up with a Fujitsu ‘office at home’.
I have a company landline phone and headset, broadband, laptop and ergonomically
tested chair from which I work 2 to 3 days a week when I am not commuting to the main
company offices for face-to-face meetings, Ciscos or travelling abroad on business.
This flexibility is common practice in many companies and reduces both office costs (I
have no designated company office space allocated to me) and the travelling/commuting
costs for the company. From a personal perspective, I am able to adjust my working day
and week to accommodate the global (and therefore somewhat antisocial) nature of my
role so that I manage all the relevant activities while still having quality time with my
family and some work-life balance.
Enterprise Server Business Division
Product Planning Department
Rumi Nagashima
Global HR Department, UK&I Sub-department Senior Director
(Rewards)
Allison Dalley
V O I C E : Feedback from Employees V O I C E : Feedback from Employees
Global Organization Leadership Development Program (GOLD)
Global Organization Leadership Development (GOLD) is a program that seeks to foster the
next generation of leaders who will spearhead business at Fujitsu Group companies overseas.
In addition to imparting strategic thinking and leadership skills, GOLD helps participants gain
a better understanding of Fujitsu’s history and business.
The select group of middle-level managers worldwide chosen for the program visit Fujitsu
bases in Europe, Asia, North America and Japan to deepen their understanding of business
and cultural characteristics unique to each region. These visits reinforce human networks that
transcend regional boundaries and go beyond the limited framework of a training program. As
such, GOLD has evolved into an opportunity to create new value. Group photo of GOLD program participants
The Female Leadership Development Program
Priority 3
Priority 4
Embracing Diversity and Inclusion
Developing Human Resources that Contribute to Society and the Environment
070 FUJITSU LIMITED ANNUAL REPORT 2012