1、Fujitsu GroupSustainabilityData Book2024Message from the Message from the CEOCEO 2-12-1 Fujitsu WayFujitsu Way 3-13-1 Transforming Our Corporate Culture 3-2-1 Value Creation Model 3-3-1 Materiality 3-4-1Non-Financial Indicators 3-5-1Intellectual Property(IP)Strategy to Support Fujitsus Purpose 3-6-1
2、 Sustainability ManagementSustainability Management Sustainability Management in the Fujitsu group 4-1-1 GRB(Global Responsible Business)Goals for FY2025 4-2-1 SDG-related Activities in Fujitsu 4-3-1 United Nations Global Compact External Recognition and Awards 4-4-1 4-5-1Global Responsible Business
3、Global Responsible Business Human Rights,DE&I 5-1 Human Rights 5-1-1-1 Diversity,Equity and Inclusion 5-1-2-1 Well-being 5-2 Well-being 5-2-1-1 Career&Growth Well-being 5-2-2-1 Financial Well-being 5-2-3-1 Social Well-being 5-2-4-1 Health Well-being 5-2-5-1 Occupational Health and Safety 5-2-6-1 Env
4、ironment 5-3 Compliance 5-4Supply Chain 5-5Community 5-6GovernanceGovernance Corporate Governance 6-1-1 Risk Management 6-2-1 Information Security 6-3-1 Quality Initiatives 6-4-1Working With Our Customers 6-5-1Social Social and and Governance Governance datadata 7-1 7-1 F FUJITSU UJITSU G GROUP ROUP
5、 P PROFILEROFILE 8-1 8-1 F FINANCIAL INANCIAL&N NONON-F FINANCIAL INANCIAL H HIGHLIGHTSIGHLIGHTS 9 9 S SUSTAINABILITY USTAINABILITY D DATA ATA B BOOK OOK F FRAMEWORKRAMEWORK 10-1 10-1 I INDEPENDENT NDEPENDENT A ASSURANCE SSURANCE R REPORTEPORT 11-111-1GRIGRI S STANDARDS TANDARDS/U UNITED NITED N NAT
6、IONS ATIONS G GLOBAL LOBAL C COMPACT OMPACT(UNGC)(UNGC)PRINCIPLES PRINCIPLES C COMPARISON OMPARISON T TABLEABLE12-1-112-1-1SASBSASB S STANDARDS TANDARDS C COMPARISON OMPARISON T TABLEABLE 1 12 2-2 2-1 1 Table of Contents Table of Contents Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC1Fuj
7、itsu 2024Takahito TokitaCEO,Fujitsu LimitedMessage from the CEOThe world is facing unprecedentedchange.We are experiencing extremeclimate fluctuations,with global averagetemperatures continuing to recordhistorical highs.Heightened geopoliticaltensions and the increased threat ofcyber-attacks are hav
8、ing major impactson society and economic activity.On onehand,technology continues to advance,with the dramatic evolution of AItechnology,in particular,signallingpotential major changes in our world.AIadoption is a source of innovation forbusiness and society,while at the sametime the challenges such
9、 as ethical issuesand increased power consumption arecausing concern.We are modelling thefuture,which is being shaped by acomplex interaction of dramaticallyevolving technology and the increasingly signi.icant issue of sustabinability.In this era of increasing multifaceted and complex challenges,com
10、panies have a responsibilityto create value using innovative approaches,and to contribute to the realization of a sustainablefuture.The Fujitsu Group states Our Purpose,which is“to make the world more sustainable bybuilding trust in society through innovation”,with our vision for 2030 to be a techno
11、logycompany that achieves a net positive contribution through digital services.We have resolvedand committed to our mission to make a positive impact on society that is greater than thenegative impact of our corporate activity,through initiatives to drive technology to the threeareas of Materiality
12、we identi?ied as our essential contributions:solving global environmentalissues,developing a digital society,and improving peoples well-being.Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC2-1Fujitsu 2024Return to Table of ContentsIn order to realize this vision,the Fujitsu Group is making
13、 e?forts to solve various sustainabilityissues through Materiality initiatives.One example is our work towards solving globalenvironmental issues through our goals to reduce carbon emissions across the Group to zero byFY2030,and to achieve net-zero greenhouse gas emissions across the value chain by?
14、iscal2040.Referring to Group initiatives,we also o?fer our customers services and solutions thatsupport the visualization and reduction of greenhouse gas emissions and the introduction ofrenewable energy.Further,in the area of Improved Human Well-being,we are actively creatingan environment that pro
15、vides autonomy to individual employees to establish flexible workstylesand make use of programs that support the upskilling that will realize their employee careerplan,thus permitting the Groups diverse human resources to build their own careers whileutilizing their abilities to the maximum extent p
16、ossible.As well,we are contributing to theconstruction of a healthy and secure digital society,with structures and guidelines that protectthe digital assets of the customers and society from attacks,via stronger cyber securitytechnology,and minimize the impact of the negative aspects of AI and other
17、 technology.To solve these issues,co-creation with our customers,our partners and across the entire societyis essential.Through Fujitsu Uvance(*1),our business model for the achievement of asustainable world,we are accelerating our e?forts in partnership with stakeholders,inapproaches that go beyond
18、 regional and industry boundaries.Finally,the Fujitsu Group is a signatory to the ten principles of the United Nations GlobalCompact and we continue our tireless e?forts to make them a reality.We are committed tojoining hands with global stakeholders to create a sustainable future through the power
19、oftechnology.*1For details on Fujitsu Uvance,see here.Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC2-2Fujitsu 2024Return to Table of ContentsFujitsu WayThe Core Elements of the Fujitsu WayThe Fujitsu Group established the Fujitsu Way in 2002 as a principle for the conduct of itspeople.In
20、 response to changes in society and the business environment,the company revisedthe philosophy in 2008 to further instill awareness in its people working around the globe.With the world becoming more closely interconnected,fast-changing and uncertain,and withvarious threats to global sustainability
21、emerging,the Fujitsu Group renewed the Fujitsu Way in2020.The goal was to use technology to deliver value for customers and contribute proactivelyto the transformation of society.Accordingly,we set out Our Purpose,which is“to make theworld more sustainable by building trust in society through innova
22、tion”.The Fujitsu Way comprises three parts:Our Values represent an action cycle consisting of Aspiration,Trust and Empathy,which isnecessary to achieve Our Purpose.As members of society,our employees will comply with theCode of Conduct.We aim to achieve Our Purpose by engaging in corporate activiti
23、es that are based on the FujitsuWay and that underpin the actions of each person in the Group.Click below for further details.Our Purpose:Why Fujitsu exists in societyOur Values:The important sense of value each person should haveCode of Conduct:What we should complyFujitsu WayTransforming Our Corpo
24、rate CultureFUJITSU-PUBLICFujitsu 2024Fujitsu Group Sustainability Data Book 20243-1-1Return to Table of ContentsThe Structure of Fujitsu WayImage LargeFUJITSU-PUBLICFujitsu 2024Fujitsu Group Sustainability Data Book 20243-1-2Return to Table of ContentsOur PurposeSample pages from the Fujitsu Way bo
25、okletTransforming Our Corporate CultureThe Fujitsu WayWe have established the Fujitsu Way,a set ofprinciples for all employees to observe basedon Our Purpose,which indicates the reasonfor Fujitsus existence in society.All Fujitsuemployees work to achieve Our Purpose intheir daily activities,while ke
26、eping in mindOur Values(Aspiration,Trust,and Empathy)and the Code of Conduct as they delivervalue to customers and society.Activities to Promote the Fujitsu WayIn-house Communication InitiativesFujitsu has been deploying in-housecommunication initiatives to boost thedegree of empathy with the Fujits
27、u Way.To promote the Fujitsu Way globally,we haveappointed Fujitsu Way promotion leaders aspart of the corporate governance structure.These individuals are responsible forpromoting the Fujitsu Way on the front lines,and they participate in regular Fujitsu WayMeetings with the CEO as a way of spurrin
28、g motivation.Fujitsu WayOur StoryFujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-2-1Fujitsu 2024Return to Table of ContentsWe have also produced a Fujitsu Way booklet and shared it with employeesworldwide to ensure that each and every Fujitsu employee understands the FujitsuWay and makes
29、it their own.The booklet incorporates managements thinking onways to implement change in Fujitsu.It also includes the words of former CEOs andother pioneers plus the background to their messages,which today form thecompanys DNA,embedded in the Fujitsu Way.We will continue to communicate theFujitsu W
30、ay through workshops and videos,to ensure that all employees engage inthe Fujitsu Way and work toward achieving Our Purpose.Broadening the Message through Purpose CarvingIn 2020,with the need to coalesce the ideas of each and every employee to generate greatersynergy and achieve Our Purpose,we start
31、ed rolling out the Purpose Carving program(*1),aninitiative to shape and inform each individuals own purpose(My Purpose).Purpose Carving is an interactive program that enables participants to reflect on theirpersonal journeys and values,carving out their own purpose as they contemplate the future.Wi
32、th 82,000 employees worldwide having completed the program as of August 2024,theoverlaying of their purposes on Fujitsus corporate Purpose provides the driving force fortransformation.*1Purpose Carving was selected as the winner of the Excellence Award in the Corporate HR categoryof HR Award 2022(sp
33、onsored by the HR Award Steering Committee and supported by the Ministry ofHealth,Labour and Welfare).Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-2-2Fujitsu 2024Return to Table of ContentsSustainability Contribution AwardsThe Sustainability Contribution Awards program is an in-house p
34、rogram established to helpachieve Fujitsus Purpose.To create the type of sustainable society that Fujitsu envisions,it isimportant that the entire organization,based on its purpose and business strategy,placesemphasis on contributing to a sustainable society through business and synchronizes busines
35、swith sustainability.Materiality,revised in 2023,incorporates the perspective of delivering valueto customers and society through our business activities.General Judges recruited from withinthe Fujitsu Group,Fujitsu Way promotion leaders,and the CSSO(*2)serve as judges;they basetheir decisions on th
36、e extent to which the entries embody the values and purpose reflected inthe Fujitsu Way and the level of contribution to materiality and business.In FY2024,a total of 182 a pplications were received from Fujitsu Group companies worldwide,resulting in the presentation of two Grand Prizes and six Exce
37、llence Awards.See below forexamples of the applications received in each of the materiality contribution areas.*2Chief Sustainability&Supply Chain O.?icerExamples of Applications Received in FY2024Solving global environmental problems:Low power consumption technologies ande?iciency improvements to h
38、elp realize a carbon-free society;Shi?t to recycling-orientedindustries;environmental monitoring;etc.Developing a digital society:Solving food loss and logistics problems;building information-sharing infrastructure and enhancing security through public-private partnerships;promoting DX to various in
39、dustry sectors and business operations;etc.Improving peoples well-being:Using medical and health data for drug discovery research;contributing to communities;etc.Technology:Solving the GPU shortage problem and the AI power problem;high-capacity?iber-optic transmission technologies;development of inn
40、ovative technologies;etc.Management foundation:DX-oriented practices aimed at business transformation;communication transformation to spread messages from management;etc.Human capital:Implementing a global donation platform;gender equality and inclusiontraining;promoting diverse work styles;etc.Fuji
41、tsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-2-3Fujitsu 2024Return to Table of ContentsValue Creation ModelFujitsus Value Creation Model to Achieve itsPurposeFocused on Societal Challenges Fujitsu is Purpose-Driven toProvide Value to SocietyFujitsu aims to realize its Purpose,which is“to m
42、ake the world more sustainable by buildingtrust in society through innovation”,and thereby create new value while helping to build abetter future for customers and for society.Reflecting the newly established materiality,our vision for 2030 is to be“a technology companythat realizes net positive(*1)
43、through digital services.Our value creation model is based oncapital inputs and business activities that aim to create a sustainable society by focusing on keystrategies for Fujitsu and to develop the priority issues for sustainability management under theGlobal Responsible Business(GRB)framework.Th
44、e outputs derived from these initiatives arepositioned as.inancial and non-?inancial indicators,and the resulting outcomes provide value tosociety in the form of impact indicators.We will continue to invest as inputs the various outputsand outcomes generated through these activities,while also worki
45、ng to enhance the valuedelivered to a range of stakeholders.(*1)Fujitsu de?ines net positive as follows:“In addition to maximizing?inancial returns,we are committedto solving global environmental problems,developing a digital society,and improving peoples well-being.Technology and innovation will ha
46、ve a positive impact on society as a whole.”Fujitsu UvanceSustainability Management in the Fujitsu GroupFUJITSU-PUBLICFujitsu 2024Fujitsu Group Sustainability Data Book 20243-3-1Return to Table of ContentsValue Creation ModelValue Creation ModelTo achieve outcomes that contribute value to society,Fu
47、jitsu is setting targets(impactindicators)for FY2030 for the three materiality themes(Essential Contributions)from theperspective of their impacts on external stakeholders such as customers,society and,inparticular,the environment.To address global environmental issues,it is essential that we work t
48、o minimize theenvironmental impacts among our companies and customers arising from issues such as morefrequent natural disasters stricter regulatory regimes and as climate-related problems,particularly global warming,grow worse.By providing solutions and through its variousactivities,Fujitsu is help
49、ing customers and society to reduce their energy consumption,visualizeand reduce their greenhouse gas(GHG)emissions,enhance traceability,and bolster theirresilience.We have set a speci?ic impact indicator for FY2030 of“aiming for a reduction impactof roughly 0.3%of global total GHG emissions”.This i
50、s predicated on reducing our contributionto GHG emissions by the ICT industry,Fujitsus target market share and our in-house activities.To this end,we are undertaking monitoring and management to identify our actual GHGreductions using a range of output indicators.These include sales of Fujitsu Uvanc
51、e solutionsactivities in our supply chains and within the company,activities by our investment targets,and,which will help us to achieve those indicators.FUJITSU-PUBLICFujitsu 2024Fujitsu Group Sustainability Data Book 20243-3-2Return to Table of ContentsRegarding the development of a digital societ
52、y,the economic growth and technologicaladvances that include digitalization can create a more prosperous society,but can also give riseto negative consequences such as greater inequality.However,digitalization is important forsociety as it o?fers both prosperity and stability and allows for the crea
53、tion of a trusted society.By providing solutions and through its various activities,Fujitsu is contributing its customers andthe broader society,to independently,freely and autonomously use digital technology toaccess accurate information.We have set a speci?ic impact indicator for FY2030 of“helping
54、 toprovide digital accessibility to more than 150 million people”based on future population trendsand Fujitsus target market share.We are also undertaking monitoring and management using arange of output indicators to identify the actual number of people a?fected.These outputindicators include a cou
55、nt of community activities,the services and solutions o?fered by sales ofFujitsu Uvance solutions,and our investment targets.Finally,regarding the improvement of peoples well-being,it is important to provide social valuethrough education and upskilling in order to build human-centric lifestyle platf
56、orms thatsupport everyones well-being.As well as working positively to provide high-quality education,we also need to o?fer appropriate assistance in support of measures such as personalizedcareer plans to ensure that we do not exacerbate educational inequality.By providing solutionsand through its
57、various activities,Fujitsu is helping customers and society to appropriatelyimprove their ICT skills and acquire ICT expertise.We have set a speci?ic impact indicator forFY2030 of“contributing to the provision of ICT skills and training for at least 12 million p eople”as the based on future populati
58、on trends,Fujitsus target market share and our delivery rate forICT skills and training.We are also undertaking monitoring and management using a range ofoutput indicators to identify the actual number of people a?fected.These output indicatorsinclude sales of Fujitsu Uvance solutions,the services a
59、nd solutions o?fered by our investmenttargets,and community events and seminars.FUJITSU-PUBLICFujitsu 2024Fujitsu Group Sustainability Data Book 20243-3-3Return to Table of ContentsMateriality in the Fujitsu Group The Fujitsu Group revised its approach to Materiality in 2023.We specified Materiality
60、 in 2018 under the Basic CSR Policy but have now updated it to encompass Materiality in Management,which incorporates the perspective of delivering value to customers and society through our business activities.Looking ahead to 2030,we evaluated Materiality in terms of its importance to Fujitsu and
61、its importance to stakeholders in the medium-to long-term,and identified two categories of key issues that must be resolved in order to achieve sustainable growth.The first category is Areas of Essential contributions to sustainable growth and the second is Fundamentals for achieving sustainable dev
62、elopment.In the first category of Essential Contributions,we will leverage the development of Fujitsu Uvance and other businesses to provide customers and society with value that contributes to solving global environmental issues,developing a digital society,and improving peoples well-being.Furtherm
63、ore,we will strengthen our technology,management foundation,and human capital to create the Foundation for Achieving Sustainable Development as the source of value creation for the Fujitsu Group,while supporting the creation of new business models and spurring innovation.The results of the materiali
64、ty assessment formulated in 2023 are also used for company-wide risk management.Issues such as climate change,human rights,and security identified through materiality analysis are linked as important risk items in potential risk assessments conducted throughout the Fujitsu Group,some of which are di
65、sclosed as Business Risks.And Materiality-related initiatives are recommended as a goal-setting item in the“Executive Performance Management”evaluation system for executives at FUJITSU VP-level and above.The non-financial indicators based on Materiality are being progressively linked to the evaluati
66、on indicators for executive remuneration(Executive Director bonuses).Going forward,we will continue to promote company-wide initiatives related to Materiality,reduce and avoid critical management risks,and maximize business opportunities.In this way,we aim to enhance the corporate value of the Fujit
67、su Group and contribute to achieving net positives in the areas of environmental issues,digital society,and peoples well-being.Materiality Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-1Fujitsu 2024Return to Table of ContentsMateriality Fujitsu Group Sustainability Data Book 2024FUJIT
68、SU-PUBLIC3-4-2Fujitsu 2024Return to Table of ContentsMateriality Essential contributions(3 global imperatives,with 11 issues where we will contribute in)Planet:Solving global environmental issues Contribute to creating a future earth where both people and nature can thrive Climate change(Carbon neut
69、ral)Resource circulation(Circular economy)Living in harmony with nature(Protection and restoration of biodiversity)Prosperity:Developing a digital society Contribute to creating a trusted digital society where global prosperity and stability are compatible Maintaining security of information Elimina
70、ting the digital divide Leading ethical AI and IT Ensuring a positive work environment and addressing labor shortages Assuring responsible supply chains People:Improving peoples well-being Contribute to improving quality of life and opportunities across society to support the well-being of people Co
71、ntributing to healthcare for an improved quality of life Promoting lifelong education and reskilling Improving customer/consumer experience Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-3Fujitsu 2024Return to Table of ContentsFoundation for achieving Sustainable Development(7 issues)T
72、echnology Innovating cutting-edge digital technologies which co-create new opportunities to transform to a sustainable society Creating and developing cutting-edge innovative technologies Management foundation Data-driven management that pre-empts and flexibly responds to the business environment wi
73、th highly efficient,rapid decision-making Governance and compliance Risk management Economic security management Digital transformation Well-being and human resource development Human capital Creating innovation everywhere in society by bringing together agile and versatile people from inside&outsid
74、e the company DE&I Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-4Fujitsu 2024Return to Table of ContentsMateriality Assessment Process The Fujitsu Group identified Materiality based on the principles of double materiality,whereby the mutual impacts of corporations and the environment
75、 and society are taken into account(i.e.both the financial impact of environmental and social issues on Fujitsu and the impact of Fujitsu business activities on the environment and society).We will conduct periodic reviews on an annual basis and revise as necessary.This process receives third-party
76、assurance.Step 1 Organize and Identify Social Issues Create a long list of various social issues(163 issues)that will flow from thefuture megatrends anticipated for 2030 based on the following:SDGsEvaluations of ESG indices(FTSE,MSCI and DJSI)ESG reporting framework(GRI Standards,SASB Standards)Worl
77、d Economic Forum(WEF)Global Risk ReportsResponsible Business Alliance(RBA)Code of ConductWorld Business Council for Sustainable Development(WBSCD),GlobalEnabling Sustainability Initiative(GeSI)documentationIdentify 40 social issues by integrating similar items and deleting items withminimal business
78、 relevanceStep 2 Prioritization Conduct surveys,interviews and desktop research with a wide range of internaland external stakeholders based on the identified social issues.In anticipationof future circumstances in 2030,create a draft materiality matrix that prioritizes25 social issues from 40 socia
79、l issues in terms of the risks and opportunitiesthose issues present.The draft materiality matrix is created by conductingcomprehensive assessments and assigning scores to issues from theperspectives of their importance to Fujitsu(financial impact of theenvironmental and social issues on Fujitsu)and
80、 their importance tostakeholders(environmental and social impact of Fujitsu business activities).Leverage personal interviews and Sustainability Management Committeemeetings to discuss and evaluate(ie,with reviews by executive directors,executive officers,non-executive directors and corporate audito
81、rs)theadequacy of the draft Materiality Matrix from the perspective of Fujitsusuniqueness(ie,affinity with the Fujitsu brand),and arrive at the final MaterialityMatrix(condensed from 25 issues down to 18 issues).Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-5Fujitsu 2024Return to Tabl
82、e of ContentsOrganize the materiality concept and then classify and arrange the 18 issuesinto 2 categories and 6 areas.Fujitsu and Stakeholder Assessment*1 A commissioned study conducted by Forrester Consulting on behalf of Fujitsu,August 2022Assessment method Details Fujitsu Surveys,interviews Exec
83、utives Survey and/or interview a total of 43 executives,including the Sustainability ManagementCommittee,Executive Directors,and otherexecutives.Fujitsu Way promotion leaders Survey 94 Fujitsu Way promotion leaders.Desktop research Use internal and external data to quantitativelyand qualitatively ev
84、aluate the extent of theimpact of social issues in terms of sales,costs,reputation,compliance and consistency withbusiness strategy.Stakeholders Surveys,interviews Employees Select employees in each of the company-wide(global)divisions at random and survey 1,160employees in total.Market(customers an
85、d suppliers)*1 Survey and/or interview company managementand middle management working in Fujitsucustomer and supplier industries globally(9countries,14 industries)Investors Survey and/or interview Fujitsu capital marketsparticipants.Desktop research Quantitatively and qualitatively assessimportance
86、 from the perspective of stakeholdersbased on the survey forms used byrepresentative ESG rating agencies and variousother external documents and reports.Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-6Fujitsu 2024Return to Table of ContentsMateriality Matrix Step 3 Management Approval
87、Go through the Sustainability Management Committee to discuss and approveMateriality as assessed,and the direction for promoting company-wideinitiatives Materiality as included in the Medium-Term Management Plan is then discussedand approved by the Board of Directors.Step 4 Review Annual review Disc
88、ussions to be held at the time of mid-term management plan formulation.Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-7Fujitsu 2024Return to Table of ContentsApproach to Materiality Taking into account the risks and opportunities posed by materiality,we have discussed our approach for
89、FY2025.Fujitsu will implement measures to address risks,focusing on our internal initiatives,while addressing opportunities by expanding Fujitsu Uvance and other businesses to solve social issues and provide value to customers and society.Moving forward with this approach to materiality will hasten
90、reductions in the negative impacts while promoting greater positive impacts,leading to net positive outcomes for Fujitsu businesses and society.Essential contribution Common indicators for essential contributions FY2025 Targets Customer NPS:+20(Against a baseline of FY2022)Common initiatives for ess
91、ential contributions:Contribute to global and regional communities Promote ongoing participation in community activities toboost employees level of engagement and improve theirexperience and perspective by helping to resolve socialproblemsExpand partnerships that link us to future businesses andaddr
92、ess social issues through community investment(includingpeople,goods,and money)in NPOs,NGOs and regionalcommunitiesPromote initiatives involving activities that make appropriatesocial contributions,through monitoring of impacts and thenumber of beneficiaries to identify the outcomes of activitiesFuj
93、itsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-8Fujitsu 2024Return to Table of ContentsPlanet:Solving global environmental issues-Contribute to creating a future earth where both people and nature can thrive Materiality Recognition of risks&opportunities*2 Approaches for FY2025(main initi
94、atives)Climate change(Carbon neutral)Risks Higher costs of coping withmore stringent energy savingsand GHG emissions regulationsHigher operating costs due tothe increasing severity of naturaldisastersInternal initiatives Reduce GHG emissions at business sites(promote energy savings and increase rene
95、wableenergy use)Promote energy-saving product design andreduce GHG emissions in the supply chainFY2025 Targets GHG emissions Scope 1,2:50%reduction(against a baseline ofFY2020)GHG emissions Scope 3,Category11:12.5%reduction(against abaseline of FY2020)FY2030 Targets Contribution to global GHGemissio
96、ns reduction:0.3%(Global CO2 reduction impact ofService Solutions business)Please also refer to the Environmental Action Plan(See here for Environmental Action Plan Stage XI FY2023-2025)Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-9Fujitsu 2024Return to Table of ContentsMateriality R
97、ecognition of risks&opportunities*2 Approaches for FY2025(main initiatives)Opportunities Increased demand for theadoption of renewable energy,energy savings and visualizationof GHG emissions,including insupply chainsIncreased demand for mitigationmeasures that offer society-wideenergy optimization t
98、o reduceGHG emissions and foradaptation measures that buildresilient communities andindustriesBusiness growth for customers and society Visualize/reduce GHG emissions in the supplychainVisualize energy usage at factories and otherfacilities(automate primary data collection)Identify a broad spectrum
99、of supply chain risks,including disasters,pandemics,and internationalpolitical risksDevelop and make effective use of new energysources and materials,such as clean ammonia,and improve traceabilityOptimize and integrate natural energy into socialinfrastructure systemsEnhance resilience against emerge
100、ncies in citiesMore accurate weather forecasts and disasterprevention simulationsResource circulation(Circular economy)Risks Increased costs for operationsand for handling the reputationalrisk arising from resourceconstraints resulting fromresource depletion andescalating conflicts over scarceresour
101、ces resulting fromresource maldistributionInternal initiatives Reduce water usage at business facilities andraise awareness of water source securityupstream of the supply chainPromote greater resource savings in productsand improved resource circulationGet involved in activities to standardize busin
102、essmodels and circular economy indicators,andmeasure social impactsOpportunities Increased demand for support tocreate a circular(recycling-based)society by buildingeconomic mechanisms that willsustainably recycle resourcesand promote zero waste and theeffective use of resourcesBusiness growth for c
103、ustomers and society Reduce losses and enhance traceability throughthe use of blockchainPromote the effective use of materials throughthe visualization of product quality,etc.Enhance resource traceability with the aim ofcreating environmental value through recyclingEstablish recycling schemes and as
104、sure a stablesupply of recycled resources though business-to-business data sharingFujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-10Fujitsu 2024Return to Table of ContentsMateriality Recognition of risks&opportunities*2 Approaches for FY2025(main initiatives)Living in harmony with natur
105、e(Protection and restoration of biodiversity)Risks Amid increasingly strict controlson land use and informationdisclosure,there is increasedreputational risk and the risk ofdifficulty in raising capital due todelays in addressing biodiversityInternal initiatives Reduce negative impacts and increase
106、positiveimpacts on biodiversity in areas of businessactivities,including the supply chainOpportunities Increased demand for assessing,visualizing,monitoring,andreducing impact on theenvironment and biodiversity,and urban development that co-exists with natureBusiness growth for customers and society
107、 In business activities that take biodiversity intoaccount,use business planning simulations tovisualize environment conservation and impactseverityProtect water and forestry resources and limitexcessive consumption by developing newmaterials and adopting new production methodsBusiness Impacts Promo
108、ting activities that minimize environmental impacts in our areas of business activity,including the supply chain(reducing GHG emissions,saving and recycling resources,protectingbiodiversity)can help to reduce or avoid risks such as reputational damage and excessively strictregulatory controlsWith th
109、e transition to a more environmentally friendly society,there is increasing demand forminimization of the environmental impacts on each industrys entire value chain.Expandingbusinesses that are designed to address environmental issues and create value for theenvironment can lead to increased financi
110、al returnsSee TCFD Information Disclosure for more information on the analysis of business impacts from climate change Societal Impacts By developing solutions such as using digital technology to visualize environmental footprints andimprove traceability,we can contribute to restoring biodiversity,b
111、uilding a circular economy anda carbon-neutral society,as well as reducing our customers environmental impactsFujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-11Fujitsu 2024Return to Table of ContentsProsperity:Developing a digital society-Contribute to creating a trusted digital society
112、 where global prosperity and stability are compatible Materiality Recognition of risks&opportunities*2 Approaches for FY2025(main initiatives)Maintaining security of information Risks Amid increasingly strictregulatory regimes,risks includeloss of credibility,fines andpenalties for violations of law
113、sand regulations if the rights andinterests of individuals areviolated or customer informationis leaked due to leakage ofinformation related to businessactivitiesInternal initiatives Stronger governance:Implementcountermeasures more quickly and effectively bybolstering on-site security systems and a
114、ctiveintervention by managementStronger responses to cyber threats:Use morerigorous information management andresponses,and security risk visualization thatincludes predictionStronger supply chain security:Consolidate data in secure developmentenvironments and data managementenvironments,and develop
115、 training to achievemore mature securityFY2030 Targets Digital accessibility:150 millionpeopleContributing to the improvement ofdigital accessibility in society byproviding Fujitsu services anddeveloping various activities(Basedon the number of Fujitsu Uvancesolutions provided,investeeservices/solut
116、ions,and communityactivities,the actual number ofpeople influenced by digitalaccessibility improvement isgrasped.Monitoring andmanagement are promoted.)Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-12Fujitsu 2024Return to Table of ContentsMateriality Recognition of risks&opportunities
117、*2 Approaches for FY2025(main initiatives)Opportunities Increased demand for moreadvanced informationinfrastructure that is trusted andsecure with the aim of providingdata security at the society,corporate and individual levelsBusiness growth for customers and society Ensure that customer systems an
118、d businesses aretrusted by providing secure Hybrid IT platformsProvide resilient Hybrid IT platforms along withmore rigorous IT and security governance formission-critical areas such as public-sector andfinancial institutionsEnable security management that is capable ofresponding quickly to stricter
119、 and moresweeping regulations,such as the DataProtection DirectiveCombine Zero Trust Security technology andother technologies to create a new high-speed,high-capacity network security technology thatoffers enhanced reliability and convenienceEliminating the digital divide Opportunities Increased ad
120、option of“digitaldemocratization”wherebyanyone can independently,freelyand autonomously use digitaltechnology,leading to increaseddemand for digital platformsthat do not encouragediscrimination,prejudice or hateBusiness growth for customers and society Optimization tailored to patients and thedemocr
121、atization of advanced healthcareEnable more advanced decision-making andproblem solving for the traceability andverification of raw materialsPromote the adoption of integration andcorporate IT consulting through co-creation withfinancial institutionsBuild broadband networks for local governments(US)
122、Leading ethical AI and IT Risks Ethical or other issues thatoriginate from data or otherinput to an AI pose the risk ofproblems such as diminishedsocial trust or litigationIf employees or customers lackunderstanding or practicalexperience of AI ethics,thiscould prevent the growth oftrust in AI and r
123、isks thwarting theinnovation and progress that ispossible using AIInternal initiatives Implement initiatives aimed at disseminating AIethics,such as providing AI ethics training toemployees and customers,and formalizing theFujitsu internal practice of AI ethicsProvide technology and ecosystems that
124、simplifythe identification of AI ethics risk by AIdevelopers and customers themselves,andpresent solutionsFujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-13Fujitsu 2024Return to Table of ContentsMateriality Recognition of risks&opportunities*2 Approaches for FY2025(main initiatives)Oppo
125、rtunities Given the enormousexpectations for thedevelopment of a trustedinformation society,there will beincreased demand for AI use thatembodies appropriate AI ethicsand for appropriate AI ethicspractices within companiesBusiness growth for customers and society Provide AI that complies with AI eth
126、ics guidelinesand ensures reliability and transparency withrespect to AI by providing explainable AI(Improve sustainable reliability in business byusing explainable AI to predict the risk ofillegality from companies financial and non-financial data)Provide consulting services for areas such ascreati
127、ng guidelines and ethical rules for theappropriate use of AIEnsuring a positive work environment and addressing labor shortages Opportunities Increased demand for thecreation of pleasant,safe andsecure working environmentsintended to improve employeemotivation,and for increasedautomation and efficie
128、ncy so asto improve productivity and quality and address labor shortages Business growth for customers and society Provide ways to make work(production,distribution,shipping,sales,etc.)both safer andmore efficient by using automation technology,AR/VR,and remote communicationRespond to changes in wor
129、king environments,formulate and implement strategies by visualizing and analyzing worker feedback and working conditions,thereby improving engagement and innovating workstyles with the focus on the workers themselves Make operations more efficient and advancedusing digital technology,and plan the op
130、timalworkspace for customers businesstransformationProvide high-usability services by using moreadvanced digital touchpoints with automatedtechnology,multilingual support,and AIOpsFujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-14Fujitsu 2024Return to Table of ContentsMateriality Recogn
131、ition of risks&opportunities*2 Approaches for FY2025(main initiatives)Assuring responsible supply chains Risks If problems arise in the supplychain,such as human rightsviolations involving conflictminerals or the workingenvironment,or damage due toenvironmental destruction orclimate change,these pro
132、blemspose risks such as impacts oncontinued business activity,erosion of social trust in thecompany followingadministrative penalties,and lostbusiness opportunitiesInternal initiatives(approach to the supply chain)Prevent and reduce human rights risks in thesupply chainPromote reduction of GHG emiss
133、ions in thesupply chainEnsure supply chain diversityOpportunities Increased demand for thebuilding of platforms and theenhancement of informationdisclosure,optimization andvisualization of supply chainmanagement in theenvironmental and social areas,particularly with regard to theenvironment,human ri
134、ghts andmineral resources(procurement)Business growth for customers and society Provide stronger management through improvedsupply chain traceabilityEnable detection of a broad spectrum of supplychain risks,including disasters,pandemics,andinternational political risksEnable digitalization and resil
135、ience in supplychains that are shared by multiple corporationson a global scaleEnable sustainable consumption and wastereduction through End-to-end value chainoptimizationOffer logistics optimization and retail(OMO)managementEnable digital tracking of products along thesupply chainEnable new value c
136、reation/conversion usingsecure platforms that support expanded ethicalpurchasingFujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-15Fujitsu 2024Return to Table of ContentsBusiness Impacts While issues such as insufficient information security measures,ethical problems associated withAI an
137、d human rights violations in supply chains can result in outcomes such as loss of trust bycustomers and society as well as increases in the cost of dealing with such issues,these risks canbe minimized by setting up strong governance structures and introducing effectivecountermeasuresOur customers an
138、d society also face the above issues,as well as problems such as a growingdigital divide and worsening labor shortages.With the transition to a digital society,developingbusinesses aimed at resolving these issues can help to increase our financial returnsSocietal Impacts By developing solutions such
139、 as explainable AI and secure information infrastructure,we can buildtrusted digital technology into society and help to build a more resilient society where morepeople can reap the rewards of digital technologyFujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-16Fujitsu 2024Return to Tabl
140、e of ContentsPeople:Improving peoples well-being-Contribute to improving quality of life and opportunities across society to support the well-being of people Materiality Recognition of risks&opportunities*2 Approaches for FY2025(main initiatives)Contributing to healthcare for an improved quality of
141、life Opportunities Increased demand incommunities for healthcare thatis integrated into daily life,suchas the digitalization of medicineand preventive healthcare thatuses AI and the IoTBusiness growth for customers and society Connect medical institutions with externalinstitutions and services to en
142、able the mutualexchange of consumers and patients treatmentand lifestyle informationIndividualize and optimize a patients end-to-endhealthcare journey,from prevention through totreatment and recuperation(effective personalhealthcare)Promoting lifelong education and reskilling Opportunities Increased
143、 demand for initiativesthat allow people to live richand fulfilling lives,such as thebuilding of digital educationplatforms that enable people tolearn freely at any time and tohave their achievementsevaluated appropriatelyBusiness growth for customers and society Provide micro-learning environments
144、that use AIto provide personally optimized education,regardless of time or locationEnable strategic reskilling by defining the type ofpersonnel needed to achieve DX,supporting theformulation of personnel strategy and personneldevelopment plans,and providing education andtraining programsFY2030 Targe
145、ts Provision of ICT skills and education:In excess of 12 million peopleContributing to the improvement ofICT skills and expansion ofeducation in society by providingFujitsu services and developingvarious activities(Based on the number of FujitsuUvance solutions provided,services/solutions of the inv
146、estee,community activities,events andstudy groups,the actual number ofpeople influenced by ICT skillsimprovement is grasped.Monitoringand management are promoted.)Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-17Fujitsu 2024Return to Table of ContentsMateriality Recognition of risks&op
147、portunities*2 Approaches for FY2025(main initiatives)Improving customer/consumer experience Opportunities Improvements in peoplesattitudes towards newconsumption,new relationshipsand new work styles as theirvalues become more diverse.Greater demand for personalizedconsumer experiences and thecreatio
148、n of new ways toexchange personal,corporateand social values.Business growth for customers and society Personalize marketing/promotions and enablenew online and offline purchasingOffer consistent,fluid,and personalizedshopping experiences wherever there is contactbetween consumers and any type of br
149、andchannelProvide efficient monitoring,operation,andmaintenance for retail systemsEnable sophisticated promotions that targetconsumers by predicting their behaviorBusiness ImpactsBusiness Impacts As peoples values transition from material wealth to spiritual richness,they will demand moreadvanced me
150、dical treatment,healthcare,education and customer/consumer experiences.Developing human-centric business that help people to enjoy quality lives that are safe and securecan help to increase our financial returnsSocietal ImpactsSocietal Impacts By providing services that cater to peoples individual h
151、ealthcare needs and respond toconsumption trends while providing them with the upskilling they need for their career plans,wecan not only help people live longer,healthier lives,but we can also help build a society whereeveryone lives a full and happy life where they can maximize their own potential
152、Foundation for Achieving Sustainable Development Common indicators for“Foundation for Achieving Sustainable Development”FY2025 Targets Per capita productivity:+40%(against a baseline of FY2022)Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-18Fujitsu 2024Return to Table of ContentsTechn
153、ology:Innovating cutting-edge digital technologies which co-create new opportunities to transform to a sustainable society Materiality Recognition of risks&opportunities*2 Approaches for FY2025(main initiatives)Creating and developing cutting-edge innovative technologies Risks R&D into cutting-edget
154、echnology is the wellspring ofcorporate growth.If technologydevelopment does not progress,it will lead to the risk of losingcompetitivenessDigital innovation that supportsDX/SX is essential for businesstransformation and a sustainablesocietyInternal initiatives Quantum:Work with customers to develop
155、 appsthat use quantum-HPC hybrid technology anddevelop world-leading error-correctiontechnology.Develop 1,000 qubit machines andfurther scaling technologiesComputing:Enhance computing workload brokertechnology,develop frameworks that willaccelerate graph AI and expand HPC into newareas such as digit
156、al twinsAI:Provide global customer value through AIplatforms that feature AI technology,such asworld-leading graph AI and AI trust.Strategicallyacquire specialists in the AI area.Data&Security:Accelerate innovation-creationusing ecosystems with world-leadingWeb3/Trust technology that allows thedistr
157、ibution and use of highly reliable distributeddata maintained by companies or individualsConverging Technologies:Develop the worldsfirst Social Digital Twin Platform to continuallyimprove society by devising initiatives thatleverage environmental,social,and economicsynergies,thus enabling Sustainabi
158、lityTransformation(SX)solutions that can be rolledout globallyFujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-19Fujitsu 2024Return to Table of ContentsBusiness Impacts Helping to achieve sustainable business innovation by conducting R&D into the 5 technology areasof Computing,AI,Data&Se
159、curity,Converging Technologies and Networks and creating digitalinnovationSocietal Impacts Continue to help resolve customer and societal issues and support Sustainability Transformation(SX)by providing all-inclusive value,enabled through a combination of technologiesFujitsu Group Sustainability Dat
160、a Book 2024FUJITSU-PUBLIC3-4-20Fujitsu 2024Return to Table of ContentsManagement Foundation:Data-driven management that pre-empts and flexibly responds to the business environment with highly efficient,rapid decision-making Materiality Recognition of risks&opportunities*2 Approaches for FY2025(main
161、initiatives)Governance and compliance Risks If a strong governance structureis not maintained,and disclosureand oversight of execution arenot enhanced,there is a risk ofundermining sound managementSituations that violate national orinternational laws or regulationsrisk exposure to surcharges orfinan
162、cial compensation,anderode public trustInternal initiatives Corporate governance:Undertake continual reviews ofcorporate governanceFully disclose corporate information thatis conducive to cooperative relationswith all stakeholders,includingshareholdersPromote constructive interaction withshareholder
163、sCompliance:Promote the Global ComplianceProgram to raise awareness ofcomplianceProvide compliance training to suppliersRisk management Risks The absence of a strong riskmanagement can have an impacton the companys businesscontinuityInternal initiatives Conduct internal assessment reviews using tool
164、sto measure potential risk,visualize the impacts ofthose risks using actualized data,and formulateand implement recurrence-prevention measuresBuild data-driven risk management systemsBuild a global solutions network to ensure thatoverseas risk information is reported to andacted upon by the Head Off
165、ice promptlyFujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-21Fujitsu 2024Return to Table of ContentsMateriality Recognition of risks&opportunities*2 Approaches for FY2025(main initiatives)Economic security management Risks Given the current globalinstability and the trend towardsstrong
166、er regulation of corporateactivity in the interests ofmaintaining economic security,there are risks in the form ofimpacts on supply chains andmarkets targeted by companies,together with burdens such asthe increased costs ofresponding to such impacts andfinancial penalties for companiesfound to have
167、breached theregulationsInternal initiatives Bolster business resilience by assessing risks tobusiness continuity from the perspective ofeconomic security and geopolitics,and thenreflect those risks in the business continuity plan(BCP)Strengthen Companywide management acrossall departments for techno
168、logies that includeimportant cutting-edge fieldsRespond to the economic securitycountermeasures in each country and regionDigital transformation Risks Failure to achieve digitaltransformation risks declines inproductivity and delayedresponses to the externalenvironment,which canadversely affect ourc
169、ompetitivenessInternal initiatives Expand data-driven management andoperational excellence by promoting the OneFujitsu Program:Real-time management to supportspeedy and practical decision-makingEnd-to-end management resourcevisualization and conversion to digitaldataGlobal standardization of busines
170、sprocessesBusiness Impacts Failure to maintain a strong management infrastructure and improved management efficiencyposes serious risks such as lower productivity and lower levels of social trust.Establishing robustgovernance structures and introducing effective countermeasures can help to minimize
171、such risksSocietal Impacts Failing to maintain a strong management infrastructure and improved management efficiencycould also result in losses for customers and suppliers in the business area.Establishing robustgovernance structures and introducing effective countermeasures can help to minimize the
172、serisksFujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-22Fujitsu 2024Return to Table of ContentsHuman Capital:Creating innovation everywhere in society by bringing together agile and versatile people from inside&outside the Company Materiality Recognition of risks&opportunities*2 Approa
173、ches for FY2025(main initiatives)DE&I Risks Human rights violations anddisrespect for or insufficientconsideration of diversity instakeholders such as employeesor people in the supply chainposes a wide range of risks,including loss of businessopportunities,erosion of socialtrust in the company follo
174、wingadministrative penalties and lossof personnelInternal initiatives Diversity:Build an inclusive and egalitariancorporate culture that makes everyonefeel included and free to expressthemselvesBoost the participation of women inleadership positionsDevelop a comprehensive strategy forcultures and et
175、hnicities that operatesgloballyIntroduce the FWEI(Fujitsu WorkplaceEquality Index)Promote and advocate for digitalaccessibility as one corporate strategy,including in-brand communication,customer experience,and theworkplace.Ensure supply chain diversity through:Activities to determine diversityindic
176、ators based on the societalrequirements in each country orregionDevelopment of mechanisms todetermine the support forfemale participation in keyactivities in the domestic supplychain and to measure theprogress of initiatives bysuppliersHuman rights:Prevent or reduce human rightsrisks in the value ch
177、ain(human rights training,FY2025 Targets Employee engagement:75Diversity in Leadership(ratio ofwomen in leadership roles):20%Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-23Fujitsu 2024Return to Table of Contentsdialog with experts)Materiality Recognition of risks&opportunities*2 Appr
178、oaches for FY2025(main initiatives)Well-being and Human resource development Risks Failure to create an environmentthat enables employees to behappy and healthy,bothphysically and mentally,in theirwork,or failure to provideopportunities for employees toachieve personal growth,riskslosing personnel a
179、nd eroding thebrand valueInternal initiatives Stronger personnel development platforms:Job-based human resource management,measuresto encourage the evolution of employees into DXpersonnel,etc.Improved well-being:Develop measures to promoteunderstanding and wider acceptance ofwell-beingData-driven vi
180、sualization and analysisThorough preventive measures for health andsafetyBusiness Impacts Boosting investment in human capital,such as through stronger personnel development platformsand personnel portfolios,can assist in extracting the maximum possible value from personnel andincrease sustainable v
181、alue creation and corporate valueSocietal Impacts Promoting activities to protect diversity and respect for human rights in the supply chain can helpto lessen or avoid DE&I-related supply chain risk*2 Recognition of risks&opportunities was organized and analyzed based on various publiclyavailable in
182、formation in Step 1(Organize and Identify Social Issues)of the materiality assessment process.Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-4-24Fujitsu 2024Return to Table of ContentsNon-Financial IndicatorsApproachTo contribute sustainably to the Fujitsu Purpose in the long term,it is
183、essential to foster trustedrelationships with all stakeholders.The Fujitsu Group has integrated non-.inancial indicators intoits core business activities,promoting their achievement alongside?inancial targets.To measure and verify our positive impact on customers and society,and to strengthen theFou
184、ndation for Achieving Sustainable Development,we set non-?inancial targets in theMedium-Term Management Plan announced in FY2023.These targets include key performanceindicators(KIPs)such as:Customer Net Promoter Score(NPS)(*1),Employee Engagement(EE),Diversity Leadership(ratio of women in leadership
185、 roles),Productivity Index,and GreenhouseGas(GHG)Emissions Reduction Rate.We are continuously monitoring the progress of theseKPIs.(*1)Net Promoter,Net Promoter Score,and NPS are trademarks of NICE Satmetrix,Inc.,Bain&Company,Inc.and Fred Reichheld.Net Promoter Score (NPS)Customer Net Promoter Score
186、(NPS)(Customer NPS)is a metric used to objectively gaugethe extent to which trusted relationships with customers helps create customer loyalty.Unlikecustomer satisfaction,which indicates the degree of satisfaction or dissatisfaction with apurchased product or service,customer loyalty is characterize
187、d by the ability to determine thedegree of customer attachment and the likelihood of repeat purchases.The Fujitsu Groupemploys customer NPS as one of its non-?inancial indicators with the aim of realizing customer-centric management.By listening to our customers views via NPS and o?fering services t
188、hatappropriately suit their requirements,or by making proposals that anticipate their future needs,the value of the customer experience will be enhanced and our customer NPS will rise further.We believe that creating such a positive cycle will result in a boost to the corporate value of theFujitsu G
189、roup.SMSMFUJITSU-PUBLICFujitsu 20243-5-1Fujitsu Group Sustainability Data Book 2024Return to Table of ContentsAs a structure to achieve this objective,at the working level we have appointedcustomer experience leaders in each region to take the lead in a timely manner inrelation to improvement activi
190、ties.Action plans and awareness of issues developedthrough discussions between CX leaders and frontline employees are shared withmanagement,ensuring that customer issues are addressed at the frontline level andtreated as management issues.This creates a system with a feedback loop topropose continuo
191、us improvement,examine areas for investment,and verify thee.fectiveness of measures already taken.Customer Net Promoter Score(NPS)Note:Given that the survey was conducted twice,FY2021 values were retroactively updated to theweighted average of the?indings from the two surveys.In line with the FY2022
192、 continuous improvement result of+18.1 poin ts and the FY2025 target of+20 points against a baseline of FY2022,we set a target of 6.5 points period-over-period forFY2023.Our activities resulted in an increase of+7.7 points period-over-period,exceeding thetarget.The Fujitsu Group is recognized,in par
193、ticular,for providing proposals based on a deepunderstanding of the customers business challenges,for experience in implementing DX,andfor engaging in its own internal transformation.However,we recognize that our consulting capabilities to address customer businesschallenges and our ability to imple
194、ment innovative,advanced,and swi?t transformation requirefurther improvement.Through further reskilling and accumulation of DX business modelvalidations,the entire Fujitsu Group will enhance its ability to provide comprehensive businesssupport.SMFUJITSU-PUBLICFujitsu 20243-5-2Fujitsu Group Sustainab
195、ility Data Book 2024Return to Table of ContentsGoing forward,our Medium-Term Management Plan aims to boost the score by+20points in FY2025 against a baseline of FY2022.Based on the results of the customersurveys conducted globally in FY2022 and FY2023,we will therefore focus on areasthat require imp
196、rovement,while continuing to improve the point scores in the areasthat were evaluated as strengths.Employee EngagementThe Fujitsu Groups greatest management resource is its employees,who are the source of thevalue provided to customers.Our experience suggests that highly engaged employees arebetter
197、able to provide high-quality services to our customers,and that positive customerfeedback correlates to an increase in employees responsiveness to their work.We believe thatimproving the engagement of each employee leads to the growth of both the individual andthe Fujitsu Group.Based on this concept
198、,to measure the sustainable growth of the Fujitsu Group we establishedEmployee Engagement as a non-?inancial indicator that shows the mindset of employees andtheir empathy with the organizational culture.At Fujitsu,Employee Engagement is de?ined as“an indicator that shows the degree of employees mot
199、ivation and attachment to work and theirwillingness to contribute independently in empathy with the companys direction and purpose.”Employee Engagement can also be considered an indicator that illustrates the Fujitsu Group hasthe necessary human resources and other capabilities,including organizatio
200、nal culture,to gainthe trust of customers as a DX partner.The target Employee Engagement value of“75”is a?igure that has been determined bybenchmarking against global corporations.The actual scores can vary greatly across the Group,because they are impacted by the relevant companys business area,the
201、 business environmentsin di?ferent countries and regions,and the diversity of our employees countries of origin.Whileit is true that“75”is an ambitious target for the Fujitsu Group,we are nonetheless striving toachieve this goal with the aim of being on par with other global enterprises.Fujitsu has
202、implemented a framework comprising a Center of Expertise(CoE),a specialist teamdedicated 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 inorganizations in Japan and in our overseas regions
203、 to boost engagement.FUJITSU-PUBLICFujitsu 20243-5-3Fujitsu Group Sustainability Data Book 2024Return to Table of ContentsAs a speci?ic initiative,we have introduced measures to broaden employeesworkstyle options,a?ter clarifying their individual purpose.This includes a semiannualsurvey conducted on
204、 a global basis to measure employee engagement.Survey itemsinclude questions about the employees sense of ful?illment in working for the FujitsuGroup,the connection between the Fujitsu Purpose and the employees own work,and the degree to which the employees individual strengths are demonstrated.Past
205、surveys have clearly shown that senior and middle management in each organizationmust be the driving force in action-taking together with their team members toboost engagement.Strong relationships built on trust between managers andemployees are also important.Survey?indings are compiled on a manage
206、r-by-manager basis and are used to bolster support for management improvement bypresenting each manager with the most appropriate Recommended Actions.Goingforward,we plan to establish a data-driven cycle to improve organizationalperformance and individual wellbeing,leveraging the insights gained fro
207、m analyzingengagement data to take even more e?fective action.FY2021 (results)FY2022(results)FY2023(results)FY2025(target)Employee EngagementFUJITSU-PUBLICFujitsu 20243-5-4Fujitsu Group Sustainability Data Book 2024Return to Table of ContentsDiverse Leadership(ratio of women inleadership roles)The D
208、E&I vision for the Fujitsu Group includes“Build an inclusive and equitable culture whereeveryone belongs and can be completely themselves.”Gender is positioned as one of the?ivefocus areas in the Global DE&I Vision&Inclusion Wheel.To transition into an enterprise capable of sustainably generating in
209、novations and providingvalue to customers while meeting the requirements of communities with diversi?ied values,it isessential to create an environment and culture in which a diversity of people can each optimallyleverage their di?ferent viewpoints and abilities.As a?irst step toward this objective,
210、we have setthe ratio of women in leadership roles as a new non-?inancial indicator.We based this on theresults of research that determined“when the ratio of a minority group in an organizationreaches 30%a chain reaction occurs that changes the organizational culture.”The target set forthe end of FY2
211、030 is to have a 30%ratio of women in leadership roles throughout the FujitsuGroup,with an interim milestone target of 20%by the end of FY2025.In addition to the above,we will encourage various initiatives such as mindset transformation,positive action,and the promotion of Work Life Shi?t to improve
212、 the work environment.Ratio of women in leadership rolesFUJITSU-PUBLICFujitsu 20243-5-5Fujitsu Group Sustainability Data Book 2024Return to Table of ContentsPer capita productivityUp until FY2022,the Fujitsu Group was using DX Promotion Indices,that is,metrics formeasuring the level of DX maturity(*
213、2),for implementing DX policies such as vision sharing,mindset,talent development,IT reform,business process reform,and business model reform.This laid the foundation for transformation,enabling the company to continuously implementtransformation based on company-wide strategies.In order to move int
214、o the next stage of transformation,we need to demonstrate that DX iscontributing to business transformation and increased competitiveness,and is a driver forgenerating greater corporate value.From FY2023,we have set a new productivity indicator foroperating income per capita,which is an indicator fo
215、r measuring business e?iciency.The targetas at the end of FY2025 is set at 40%+against a baseline of FY2022.As one of the activities toachieve this target,we are pursuing an initiative centered on data visualization and cause-and-e?fect analysis as productivity indicators.We believe that visualizing
216、 our own current positionwill encourage discussion and decision-making on productivity from the perspective ofmanagement and the workplace respectively,leading to actions that will increase individual aswell as corporate productivity.In order for the Fujitsu Group to become a true DX company,wewill
217、achieve greater e?iciency in time usage,communication,and business processes throughthe use of AI and digital technologies based on more sophisticated IT investments.We willimplement productivity improvements in collaboration and interaction with various initiatives,unfettered by preconceived ideas
218、or stereotypes.(*2)Note 1:Maturity level metrics tool for assessing digital business transformation on a six-point scaleof 0 to 5.Consists of seven“Indicators related to DX promotion by corporate management,and theframework therefor”,and two“Indicators related to the development of platform IT syste
219、ms forenabling DX.”Per capita productivityFUJITSU-PUBLICFujitsu 20243-5-6Fujitsu Group Sustainability Data Book 2024Return to Table of ContentsReduction of GHG EmissionsThe Paris Agreement(COP21),adopted in December 2015,set out a long-term,sharedworldwide goal of limiting the average global tempera
220、ture increase to considerably less than2 and preferably 1.5 over pre-Industrial Revolution temperatures,as well as the goal ofcarbon 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 scienti
221、?icknowledge,it was declared at the COP26 Glasgow Agreement that the preferred 1.5 targetwould 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 netzero for GHG emissions in its s
222、upply chain by FY2040,with an interim target of net zero forGHG emissions in Fujitsus own business areas by FY2030.To help achieve these objectives,wereleased the Environmental Action Plan(Stage XI).This plan runs up to FY2025,a milestone onthe path to the targets,and will give shape to our speci?ic
223、 initiatives as we work toward therealization of carbon neutrality.GHG emissions reduction rate FY2025 target and FY2023 results(compared to FY2020)As a leading SX company,Fujitsu has a role to play in applying technology to help solvechallenges for customers and society while expanding and enhancin
224、g the value provided as wecollaborate with customers and partners to achieve a sustainable future.It is therefore essentialto con?irm the global trends and the actions taken in regard to climate change challenges,because a delayed response could lead to a loss of business opportunities.Against thisb
225、ackdrop,we consider the reduction of GHG emissions to be a critical issue and are working onit as one of our non-?inancial indicators.FUJITSU-PUBLICFujitsu 20243-5-7Fujitsu Group Sustainability Data Book 2024Return to Table of ContentsIntellectual Property(IP)Strategy toSupport Fujitsus PurposePolic
226、y(IP Management and Corporate Value)Fujitsus Purpose is to make the world more sustainable by building trust in society throughinnovation.To achieve this,the aim of our intellectual property management policy is tocontribute to innovation and new value creation in the Fujitsu Group by strategically
227、buildingand utilizing intellectual capital,including our technology,our brand and our designs.Intellectual property management has two facets.One is the construction of an intellectualproperty portfolio including prosecution for the intellectual capital already held by the FujitsuGroup and then usin
228、g that portfolio to create new value.The other facet is risk management,which consists of lowering the incidence of risks likely to diminish our corporate or social value,primarily through measures that promote respect for and prevent violations of our rights andthose of third parties.Contributing t
229、o Value CreationWe are progressing and appropriately managing the acquisition of the rights to the technologydeveloped by the Fujitsu Group and to the designs and brands created to deploy thattechnology in the community.This expands our opportunities for generating licensing income,better di.ferenti
230、ates our o?ferings from the technologies and services provided by competitorsand maintains or enhances the competitive advantage of Fujitsu Group technologies andservices.We are also assisting with the search for new growth opportunities by investigating,analyzingand sharing information on a wide ra
231、nge of global technology trends,including the status ofpatent applications in strategically important areas for the Fujitsu Group.Open Source So?tware(OSS)is an indispensable resource for digital services,and Fujitsu is an active participant in theOSS community,helping to create environments that pr
232、omote innovation and build a value co-creation ecosystem by formulating rules for the use of intellectual property.Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-6-1Fujitsu 2024Return to Table of ContentsReducing the Risk of Value LossOne important way to reduce the risk of losing corpor
233、ate value by protecting intellectualproperty.Third party violations of rights held by the Fujitsu Group not only obstruct theprogress of our business strategy,they also have the potential to negatively impact customerstrust in the Fujitsu brand in a competitive environment.For this reason,we constan
234、tly monitorfor violations of our rights,and where a proposal is discovered that could potentially cause arights violation,we immediately put in place appropriate countermeasures.Fujitsus Code of Conduct which,together with our Purpose and Values makes up the FujitsuWay,clearly states our commitment
235、to respecting and protecting intellectual property andrespecting the intellectual property rights of others,just as they respect our own acquisition ofrights to intellectual capital.We are formulating Rules for Handling Intellectual Property Rightsthat link this Code of Conduct to speci?ic actions,a
236、nd these rules are being applied to Fujitsuand Group companies in Japan that undertake actions involving intellectual property.We arealso working to reduce the risks of violating rights held by third parties through measures suchas thoroughly researching patent violation avoidance,careful OSS licens
237、e management,andresponding to in-house consultation requests concerning the terms of intellectual propertyagreements.Contributing to Value Creation and Reducing the Risk of Value DamageFujitsus Intellectual PropertyFujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-6-2Fujitsu 2024Return to T
238、able of ContentsStructure of the Intellectual Property Division(Intellectual Property Global Head O?ice)The Intellectual Property Division(the Intellectual Property Global Head O?ice),which belongsto the Legal and Intellectual Property Unit under the General Counsel,consists of the IPIntelligence Se
239、rvice O?ice,which supports research laboratories and provides IP landscapes tothe front o?ice,the Intellectual Property Strategy O?ice,which formulates and promotescompany-wide intellectual property strategies based on communication with management,and the Intellectual Property Center,which implemen
240、ts intellectual property portfolioconstruction.In addition to collaborating within each division,the Business&Legal Departmentpromotes intellectual property activities for business producers and SEs,and also collaborateswith Fujitsu Techno Research Ltd.,which provides intellectual property-related s
241、ervices,toexecute intellectual property management.The formulation of IP management strategy and policy for the activities of the IntellectualProperty Division is not limited solely to the Division itself,but is undertaken in collaborationwith the Technology Units headed by the Chief Technology O?ic
242、er(CTO)and Chief PortfolioO?icer(CPO)and with the responsible IP strategy managers within the Business Units.In thisway,IP management is integrated with our broader management strategy,technology strategy,and business portfolio strategy.In addition,at meetings of the Independent Directors&Auditors C
243、ouncil,which includes external directors and auditors,the Head of the Legal andIntellectual Property Unit reports on the strategy and progress of intellectual propertymanagement and provides opportunities for discussion with management.Group-wide Global CollaborationFujitsu has developed an intellec
244、tual property governance structure to make the best possibleuse of its intellectual capital throughout the Fujitsu Group.This ensures that IP-related activitiesundertaken by Group companies in Japan are integrated.Where a company undertakesindependent IP activities as a partial exception,a reporting
245、 line is set up and the activity isconducted through close collaboration.Globally,including the utilization of the reporting line,periodic meetings are held involving regional IP managers from the 5 regions of Europe,India,China,Australia and the United States.Additionally,through intellectual prope
246、rty support forresearch facilities established in another 8 countries around the world to ensure that all IPmanagement conforms to the realities of global business.Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-6-3Fujitsu 2024Return to Table of ContentsLinkage with Technology Strategy an
247、d Business PortfolioStrategyFujitsus stated purpose is:“To make the world more sustainable by building trust in societythrough innovation”,and our key strategies have sustainability as their starting point.One of thekey strategies for the Intellectual Property Division is its Technology strategy,whi
248、ch is toenhance its core technologies with AI as the focus.Taking a structured approach to progressingFujitsus IP activities linkage with our technology strategy and business portfolio strategies helpsto maintain and strengthen the Fujitsu Groups competitive advantage and acquire newbusiness opportu
249、nities.In intellectual property activities,in order to achieve competitivesuperiority,we are strengthening the collaboration between the intellectual property divisionand the research division,analyzing the strengths of technologies under development in themarket from intellectual property informati
250、on,and feeding back the results from theintellectual property division to the research division.We are also promoting initiatives byidentifying areas where international standardization and Open Source So?tware(OSS)shouldbe actively utilized.Furthermore,in order to enhance the added value of Fujitsu
251、 Uvanceso?ferings,we will deepen the collaboration between the intellectual property division and thebusiness division to promote the enhancement of our o?ferings through R&D technology.Organization of the Intellectual Property DivisionGroup-wide Global CollaborationFujitsu Group Sustainability Data
252、 Book 2024FUJITSU-PUBLIC3-6-4Fujitsu 2024Return to Table of ContentsInitiativesFujitsus purpose is:“To make the world more sustainable by building trust in society throughinnovation”,and we pursue our key strategies with sustainability as the starting point,as set outin the Medium-Term Management Pl
253、an released in May 2023.In terms of investment inintellectual property,Fujitsu is building an IP portfolio intended to create added value in ourservices business and is enhancing AI-centered technologies as part of our Technology strategy,one of our key strategies.We are also engaged in leveraging I
254、P for co-creation,includingcollaboration to help achieve the SDGs under the FUJITSU Technology Licensing Program forSDGs.The Company is also engaged in using OSS,international standardization and rulemakingto establish social rules that engender trust and con?idence in deploying Fujitsus advancedtec
255、hnologies,and strategic initiatives to support the Key Focus Areas from a brand and designperspective.The following section highlights examples of intellectual property activities includingconstruction of patent portfolios based on technology strategy,utilization of intellectualproperty to solve soc
256、ietal challenges,and international standardization and rulemaking.Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-6-5Fujitsu 2024Return to Table of ContentsIP Activity ExamplesCreation of Intellectual PropertyPatent portfolio construction based on Technology StrategyUnder our technology s
257、trategy of concentrating R&D resources on Fujitsu Uvance and other?ive Key Technologies(KT)centered on AI,which is essential for digital services,Fujitsu Group isincreasing the share of the?ive KTs in our patent portfolio.In particular,the number of patentapplications for AI-related technology,which
258、 has accumulated research and development sincethe 1980s,ranked?irst in Japan in?iscal 2023,following?iscal 2022.In addition to the core technologies that have been Fujitsus strength to date,Fujitsu is currentlyfocusing on patent prosecution of applied AI technologies.Applied technologies refer tote
259、chnologies fuse core technologies with knowledge about speci?ic industries and applications,such as those implemented in Fujitsu Uvances o?ferings,or technologies fuse AI with other fourKTs technologies.Prosecution of applied technologies is linked with our business strategy toaccelerate the integra
260、tion of the?ive AI-based KTs with Fujitsu Uvance.We are working to buildan applied technology patent portfolio in line with our business strategy to o?fer Fujitsu Kozuchi,the AI platform announced in March 2024,as part of Fujitsu Uvance.Percentage of annual patent applications at FujitsuFujitsu Grou
261、p Sustainability Data Book 2024FUJITSU-PUBLIC3-6-6Fujitsu 2024Return to Table of ContentsNumber of Patent Applications for AI-related inventions by applicant(Japanese text only)Intellectual Property Strategy to Support Fujitsus PurposeFujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-6-7Fuj
262、itsu 2024Return to Table of ContentsUtilization of Intellectual Property to Solve Social IssuesPromotion to Solve Social Issues by licensing Fujitsu technology to other companiesFujitsu is promoting technology solutions to solve social issues,by o?fering Fujitsu technology toother companies.In Novem
263、ber 2023,Fujitsu agreed to license its Topological Data Analysis(TDA),a Fujitsu-developed AI technology that automatically creates an AI model for detecting abnormalities intime-series data,to US startup Delight Health,in exchange for rights to newly issued shares inthe company.Under the license,Del
264、ight Health will use Fujitsus TDA technology to establish anadvanced delirium detection system currently under development that accurately predicts theonset of delirium,with the goal of receiving Food and Drug Administration(FDA)approval by2024 to help patients su?fering from delirium,a serious cond
265、ition that a?fects the elderly inparticular.By o?fering this kind of licensing scheme,the IP Division plans to further explore opportunitiesto accelerate solutions to social issues.Fujitsu Researchs TDA TechnologiesFujitsu to license Topological Data Analysis technology to Delight Health,a Bay Area
266、startupfocused on providing innovative mental health solutionsFujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-6-8Fujitsu 2024Return to Table of ContentsStandardization and Rule-makingWorlds First Successful Visualization of CO Emissions across an entire Supply ChainFujitsu announced in Se
267、ptember 2023 that it had succeeded in the worlds?irst visualization ofCO emissions throughout its supply chain through participation in the World Business Councilfor Sustainable Development(WBCSD)s Partnership for Carbon Transparency(PACT)Implementation program.To achieve carbon neutrality,CO emissi
268、ons must be reduced not only in one company but alsoacross the entire supply chain.For this purpose,it is necessary to calculate the product carbonfootprint(PCF)of each component in cooperation with component suppliers for the products,and to link data between companies.As a PACT member,Fujitsu part
269、icipated in rule-makingabout PCF calculation methods and the technical speci?ications for data exchange.Under the demonstration program,Fujitsu collaborated with Nagase&Co.,Ltd,Zeroboard Inc.and other companies,to calculate CO emissions for the entire supply chain by linking PCF dataamong the compan
270、ies using Fujitsu Track and Trust,a PACT-compliant solution for the supplychain of Fujitsu notebook PC manufacturing.Fujitsu plans to collaborate with industry organizations and stakeholders including WBCSD tocontribute to data exchange between companies and standardization of methodologies in thefu
271、ture.This know-how will be o?fered as an ESG managed platform service and a digital supplychain service under Fujitsu Uvance.2222Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-6-9Fujitsu 2024Return to Table of ContentsImage of wearing OntennaFujitsu PACT program“Ontenna”User Interface Fe
272、eling soundA mixed-IP strategy to support solutions tosocietal challengesOntenna is a radically new user-interfacedevice that can be worn on the hair,earlobe,collar,cu?f,etc.,enabling the wearer to pickup tonal characteristics through vibration andlight.It was developed in collaboration withthe Deaf
273、 and the hard-of-hearing to enable afuture that they can enjoy together with thehearing.Fujitsu succeeds in a world-?irst supply chain CO visualization through participation inWBCSD PACT program2Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-6-10Fujitsu 2024Return to Table of ContentsOnt
274、enna is characterized by a gently rounded shape that does not feel unpleasant as it can beworn like a hairpin.Fujitsu has applied for and registered design patents for the main body,thebattery charger,and the controller that can control multiple Ontenna devices,and has alsoregistered the shape of th
275、e main body as a 3D trademark.Fujitsu has also applied for andregistered patents for Ontennas charging method and communication system,using a mixed-IPstrategy to protect the main body and peripheral devices.Ontenna was awarded the“Imperial Invention Prize”in the 2022 National Commendation for itsde
276、sign patent.It has also won several other awards including the 2019 Good De sign Award“Gold Prize,”the IAUD International Design Award“Grand Prize,”and the Local Invention Awardfrom the Commissioner of the Japan Patent O?ice,earning high acclaim from both inside andoutside of Fujitsu.More than 80%of
277、 all Schools for the Deaf in Japan have introduced Ontenna,and its use in music and physical education classes is expanding rapidly as a tool for providing anew appreciationexperience.Solving Societal Issues through Co-creationFUJITSU Technology Licensing Program for SDGsFujitsu is promoting the FUJ
278、ITSU Technology Licensing Program for SDGs,an initiative thatencourages companies and academic institutions to use the Groups intellectual propertyincluding patents and expertise as a key means of contributing to SDGs to make the worldmore sustainable through innovation.Through collaboration under W
279、IPO GREEN,a framework for technology transfer forenvironment-related technologies,intellectual property matching activities at national and localgovernments,?inancial institutions and universities,intellectual property creation education incollaboration with educational institutions,and brand design
280、 for an inclusive society,we areexpanding opportunities for Fujitsu Groups technologies to be used in society and contributingto environmental conservation,well-being and economic growth.Ontenna,Which Enables You to Feel Sound with Your Body and Enjoy It with Those aroundYouOntennaImperial Invention
281、 Prize Awarded to the Design for a Wearable Device Design That SensesSound as Vibration or Light(Japanese text only)Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-6-11Fujitsu 2024Return to Table of ContentsWe believe that continuing these e?forts will contribute to the formation of a var
282、ietyof intangible assets,including the recognition of the Fujitsu Group in the globalsociety and the incentives for employee innovation.FUJITSU Technology Licensing Program for SDGsSpeci?ically,by introducing our patented technology at intellectual property matching meetingshosted by local governmen
283、ts and?inancial institutions,we licensed our technology to manycompanies and universities to create a variety of new products and services that solve socialissues.We also organized intellectual property workshops for students using our technology astheme of our activities to foster future innovators
284、.IP Workshop in Saitama PrefectureIP Workshop in Beppu CityAnother example of technology licensing outside FujitsuHaloworld Inc.:Development of the 3D Scanner“BeTHERE”Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-6-12Fujitsu 2024Return to Table of ContentsSolving Societal Issues through
285、 DesignEkimatopeia:making train use saferEkimatopeia was developed in 2021 b y Fujitsu in collaboration with East Japan RailwayCompany(JR East)and Dai Nippon Printing(DNP)in a workshop with Kawasaki MunicipalSchool for the Deaf around the theme of Future Commute to School.It is a device that testedr
286、epeatedly with the aim of creating an experience that is easy for anyone to use and that makesdaily train use enjoyable.Announcements inside the station platform and the environmental sound of the train collectedby the microphone are analyzed by AI,converted into letters and sign language in real ti
287、me,anddisplayed on the dedicated display.Onomatopoeia animation is used to transcribeenvironmental sounds,and a video by JR East station sta?f and DNPs emotion-expressing fontare used for sign language.These are displayed according to the sound information of eachstation platform.Fujitsus FX1000 sup
288、ercomputer was used in the AI development.Design Features:Announcements and sounds around the information display installed in the station can bedisplayed as text on this display monitor.Unique fonts are used for the characters displayed onthe monitor,and the movement and expression of the character
289、s are elaborated.Design Impact:Station announcements and audio can be displayed on the screens so that they can be easilyunderstood by deaf people.Emergency announcements in the station and train delayinformation can also be displayed.Also,when station audio is not being displayed,the screencan disp
290、lay advertising.Fujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-6-13Fujitsu 2024Return to Table of ContentsProtection by design right:The design is protected by design right to prevent this idea,conceived by the inventorstogether with student participants of the school for the deaf,from b
291、eing replaced bycompetitors.Design right is also protected because rounded designs have novelty and mayincrease opportunities for Fujitsus technical capabilities and media exposure.Design registration no.1729569Fujitsus Ekimatopeia wins the METI Minister Award at the 17th Kids De sign Awards in Japa
292、nEkimatopeiaFujitsu Group Sustainability Data Book 2024FUJITSU-PUBLIC3-6-14Fujitsu 2024Return to Table of ContentsSustainability Management Our vision and the policy for achieving a sustainable society.FUJITSU-PUBLICFujitsu 20244Fujitsu Group Sustainability Data Book 2024Sustainability Management in
293、 theFujitsu GroupPolicy,Promotion Scheme,and ReviewThe Fujitsu Group has always been seen by society as a trustworthy and responsible enterprisethrough its delivery of products and services.However,in the current era of VUCA(*1)we facemajor changes and the future is di.?icult to predict.It is theref
294、ore important that we,as amember of the global community,conduct business activities under the leadership of seniormanagement that are aimed at resolving environmental,societal and economic problems andthat will produce bene?icial impacts for society.In April 2020,we established a SustainabilityMana
295、gement Committee that will drive a sustainability-focused management approach underthe supervision and direction of the Board of Directors Meeting and the Executive ManagementCouncil Meeting.As of?iscal 2024,the committee is made up of corporate executives or SVPsappointed by the Fujitsu CEO.It is c
296、haired by the Fujitsu CEO with the Corporate Vice Presidentacting as the Vice Chairperson.(As of May 2024,the committee had 15 members,including thechair.)The objective of this committee is sustainability management that takes into accountenvironmental,societal and economic impacts as well as stakeh
297、older(*2)interests,ensuring thatthe company prospers in the long term as a responsible global enterprise.Speci?ic initiativeswill be in line with our values and our purpose,set out in the revised Fujitsu Way,and willinclude boosting our e?forts in non-?inancial areas.These include respect for human
298、rights,acceptance of diversity and equity,human resource development,maintenance of the globalenvironment and contributing to the development of regional communities.Our goal is toachieve sustainable,long-term improvement in the corporate value of the Fujitsu Group.The committee is scheduled to meet
299、 once every 6 months,and on an ad hoc basis as required,to review the progress of our activities in non-?inancial areas and determine whether we are ontrack to meeting our targets.The committees other duties include conducting checks anddiscussions on sustainability-related businesses and deliberati
300、ng on new activities.It thenreports the results during management meetings and to the Board of Directors.FUJITSU-PUBLICFujitsu 20244-1-1Fujitsu Group Sustainability Data Book 2024Return to Table of ContentsThe?irst committee meeting was held in April 2020,followed by semiannual meetings withthe most
301、 recent meeting being held in March 2024.To date,the meetings have beencharacterized by lively discussions on topics such as non-?inancial indicators and GlobalResponsible Business activities as we aim to implement materiality in order to achieve 2030vision of being a technology company that realize
302、s net positive through digital services.System Chart（*1）VUCA:Volatility,Uncertainty,Complexity,Ambiguity（*2）The Fujitsu Groups stakeholders:The Fujitsu Group regards our people,customers,partners,community and shareholders as its stakeholders.Government authorities,NPOs,NGOs,andsimilar organizations
303、 are also particularly important stakeholders within this community.Global Responsible BusinessSince its CSR Promotion Committee established the Basic Strategy Working Group in 2010,theFujitsu Group has identi?ied Five Priority Issues in its Basic CSR Policy and has been promotingactivities that add
304、ress those priority issues.The working group conducted interviews withoutside experts regarding the expectations and demands on the Fujitsu Group,based on anawareness of global CSR standards and social issues.Since 2015,we have seen a further ramping up of demand for initiatives aimed at responding
305、tochallenges on a global scale,including the adoption of the Sustainable Development Goals(SDGs)by the United Nations and the coming into e?fect of the COP 21 P aris Agreementrelated to climate change.Based on the outcomes of a new analysis of the issues,in light of thebusiness changes within the Fu
306、jitsu Group,we have also re-calibrated our sustainability issuesand our framework for those issues under the banner of Global Responsible Business(GRB).FUJITSU-PUBLICFujitsu 20244-1-2Fujitsu Group Sustainability Data Book 2024Return to Table of ContentsGlobal Responsible BusinessThe GRB framework ai
307、ms to foster the mindset and corporate culture necessary to realize theFujitsu Way by engaging in speci?ic activities that address our priority issues and to earn andmaintain the social trust that is a prerequisite for global business activities.All Group employeesmust be constantly aware that their
308、 companies are part of society and aim to not only pursuepro?its but also reduce the negative impact of their business activities on sustainability issueswhile maximizing the positive.To achieve these objectives,we are undertaking speci?ic actions toward achieving our targetsby March 2026.Employees
309、based at our headquarters,who are responsible for each of thepriority issues,helped formulate these targets,while personnel in overseas regions with similarresponsibilities also provided input in this regard.These actions will enable us to carry outactivities at a higher level globally while still t
310、aking into account the di?ferences betweencountries and regions in such areas as local laws and labor markets.Raising Awareness and Disseminating Information Internally andExternallyTo realize our corporate purpose,we engage in businesses that have a bene?icial impact onresolving challenges in socie
311、ty,and to conduct our operations in a responsible mannerthroughout all business activities,we are implementing a range of measures to raise awarenessand enhance our employees understanding of GRB.In addition,we disseminate informationoutside the company to convey to stakeholders the Fujitsu Groups p
312、osition on sustainabilitymanagement and related initiatives.At internal and external events and presentations,we introduce the non-?inancial frameworkaround Fujitsus sustainability management and explain how an executive leader has beenappointed for each of the priority issues as we implement initia
313、tives on a global basis.Employee understanding is further enhanced through our intranet sites in both Japaneseand English,which are updated as required by GRB operations sta?f.We use engagement surveys and questionnaires at events to collect employee feedbackrelating to sustainability,and use that f
314、eedback to inform policy formulation andimplementation both internally and externally.FUJITSU-PUBLICFujitsu 20244-1-3Fujitsu Group Sustainability Data Book 2024Return to Table of ContentsReference:In terms of business involvement,we incorporate the GRB perspective in our proposalprocess to help our
315、customers solve their sustainability-related management issues.Contents on GRB initiatives such as environment and well-being are included in theproposal materials provided to customers,as we work to promote further usage anddeployment in frontline business interactions.GRB Goals and Achievements fo
316、r FY2025MaterialityFUJITSU-PUBLICFujitsu 20244-1-4Fujitsu Group Sustainability Data Book 2024Return to Table of ContentsGRB(Global Responsible Business)Goals for FY2025Click here for GRB（Global Responsible Business）Goals and Achievements forFY2022GRB GoalsPriority issue“WHAT FUJITSU ASPIRES TO BE”an
317、d“GOALS FOR FY2025”Major Achievements in FY2023Human Rightsand DE&IHuman RightsIn both the real-world and digitalsocieties,consideration for humandignity is reflected in all ourcorporate activities and weconstantly work to create human-centric value.Conducted e-learning onBusiness and Human Rightsfo
318、r new employees and careerhires Attendance rate:77%Held a dialogue with externalexperts on Fujitsu GroupsBusiness and Human Rightsinitiatives(March 2024)FUJITSU-PUBLIC4-2-1Fujitsu 2024Fujitsu Group Sustainability Data Book 2024Return to Table of ContentsPriority issue“WHAT FUJITSU ASPIRES TO BE”and“
319、GOALS FOR FY2025”Major Achievements in FY2023Human Rightsand DE&I Prevent and mitigate HumanRights risks throughout our valuechain Diversity,Equity&Inclusion(DE&I)Be a responsible business thatreflects the diversity of our world.Build an inclusive and equitableculture where everyone belongsand can b
320、e completely themselves.We will celebrate di.ference andensure that people can succeedregardless of their personalidentity.Through inclusive designand innovation,we will endeavor tomake a positive impact withinsociety and empower each otherto make the world moresustainable.Conduct continuous HumanRi
321、ghts e-learning courses(maintain an attendance rate of90%or more)Hold annual StakeholderDialogue sessionsWork with our partners,customers and NGOs toestablish activities that enableHuman Rights,using Fujitsusexpertise and technologiesEmployee engagement“Respect for individuals”improved by 73 points(
322、+2 YoY)“Equal opportunity”improvedby 71 poin ts(+1 YoY)Increased the ratio of women inleadership roles to 15.75%(March 2024)Conducted events that meetthe needs of each country andregion,taking into accountcultural and ethnicbackgroundsFUJITSU-PUBLIC4-2-2Fujitsu 2024Fujitsu Group Sustainability Data
323、Book 2024Return to Table of ContentsPriority issue“WHAT FUJITSU ASPIRES TO BE”and“GOALS FOR FY2025”Major Achievements in FY2023Human Rightsand DE&I Ensure all employees feelsupported and respected at Fujitsuregardless of age,gender,culture,ethnicity,sexual orientation,identity,and abilityBuild an in
324、clusive and equitableculture where everyone belongsand can be completely themselves Have equal representation ofwomen in Fujitsu with an additionalfocus on leadership roles Improve the average employeeengagement survey scorerelating to the question on“Respect for individuals”by 7points(to 80)Improve
325、 the average employeeengagement survey scorerelating to the question on“Equal opportunity”by 4 points(to 74)Increase the ratio of women inleadership roles to 20%acrossFujitsuShared messages from topmanagement to create anaccommodating workplaceenvironment for LGBTIemployees;held Pride Monthin each o
326、f our global regionsDeveloped an AccessibilityStatement that covers brandcommunication,customerexperience,and the workplaceFUJITSU-PUBLIC4-2-3Fujitsu 2024Fujitsu Group Sustainability Data Book 2024Return to Table of ContentsPriority issue“WHAT FUJITSU ASPIRES TO BE”and“GOALS FOR FY2025”Major Achieve
327、ments in FY2023Human Rightsand DE&IReflect the societies we work in,from executive level downwardsand promote respect andtolerance to achieve a culturallyaware and unbiased workenvironment Drive LGBTI+inclusion bestpractice to support employees andtheir families across all Fujitsulocations Ensure th
328、at all employees,customers,and members ofsociety can use our solutions,products,services,and systemsand can understand ourcommunications Build and deliver an integrated,holistic strategy for Culture andEthnicity which is globallyrelevant and incorporates localinitiativesImplement FWEI(FujitsuWorkpla
329、ce Equality Index)Standards to deliveropportunity and belonging forLGBTI+colleaguesAdvocate and improve digitalaccessibility as part ofcorporate strategy whichcovers brand communication,customer experience andworkplaceFUJITSU-PUBLIC4-2-4Fujitsu 2024Fujitsu Group Sustainability Data Book 2024Return t
330、o Table of ContentsPriority issue“WHAT FUJITSU ASPIRES TO BE”and“GOALS FOR FY2025”Major Achievements in FY2023Well-beingA state in which each of us acts onour authentic values,andprogresses for a brighter futurethrough work and life.Each employee takes concreteactions toward the realization oftheir
331、own well-beingWell-being:Sending well-beingmessages to global forpromotionunderstanding of well-beingDevelopment of well-being indicatorsOccupational Health andSafetyZero occurrences ofserious accidentsShared messages to promotewidespread understanding ofwell-being globally:TwiceDeveloped well-being
332、indicators:Conducted a well-being survey(Japan)No.of serious accidents:0FUJITSU-PUBLIC4-2-5Fujitsu 2024Fujitsu Group Sustainability Data Book 2024Return to Table of ContentsPriority issue“WHAT FUJITSU ASPIRES TO BE”and“GOALS FOR FY2025”Major Achievements in FY2023EnvironmentFujitsu will ful?ill its
333、socialresponsibilities as a globalcorporate SX leader.In addition toachieving our carbon neutralitygoals,we will solve variousenvironmental challenges byproviding innovative solutionsthrough co-creation with ourcustomers.Ful?ill our social responsibilities andhelp to resolve environmentalchallenges Reduce greenhouse gas(GHG)emissions from Fujitsu facilitiesand the supply chain with theaim of achie
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