Fujitsu Group
Sustainability Data Book 2021

Fujitsu Group Sustainability Data Book 2021 
 
1 
Table of Contents 
 
Message from the CEO    
2 
Fujitsu Way 
3-1 
 
Sustainability Management 
4 
Sustainability Management in Fujitsu group 
4-1-1 
Transforming Our Corporate Culture 
4-2-1 
Global Responsible Business (GRB) Goals and 
Achievements 
4-3-1 
SDG-related Activities in Fujitsu 
4-4-1 
United Nations Global Compact 
4-5-1 
 
Global Responsible Business 
5 
Human Rights, Diversity and Inclusion 
5-1 
Human Rights 
5-1-1-1 
Diversity and Inclusion 
5-1-2-1 
Wellbeing 
5-2 
Performance Evaluation and Compensation 
/ Work Environment 
5-2-1-1 
Health and Productivity Management 
5-2-2-1 
Human Resource Development and Career Design 
 
5-2-3-1 
Environment 
5-3 
Compliance 
5-4 
Supply Chain 
5-5 
Occupational Health and Safety 
5-6 
Community 
5-7 
 
Governance 
6 
Corporate Governance 
6-1-1 
Risk Management 
6-2-1 
Information Security 
6-3-1 
Quality Initiatives 
6-4-1 
Working with Our Customers 
6-5-1 
Data and Documents 
7 
External Recognition and Awards 
7-1-1 
Social data 
7-2-1 
 
Fujitsu Group Profile 
8-1 
 
Financial & Non-Financial Highlights 
9 
 
Sustainability Data Book Framework 
10-1 
 
Independent Assurance Report 
11 
 
GRI Standards / UNGC principles Comparison Table 
12-1

Fujitsu Group Sustainability Data Book 2021 
 
2 
Message from the CEO 
 
In response to the challenges posed by climate change, last year signalled 
a shift within the global community toward carbon neutrality by 2050. In 
addition to national and local governments, many companies also set 
targets for emission reductions. The COVID-19 pandemic triggered the 
uptake of digitalization at a much faster pace than predicted, which led to 
significant changes for business and in the daily lifestyles and attitudes of 
people. 
For corporations to survive, it is evident that they must contribute to 
enhanced sustainability for society while bolstering their own resilience in 
the face of rapid global transformations and an uncertain future. I believe it 
is essential to consider the interests of all stakeholders and adopt a 
management approach that takes a long-term perspective on both societal 
sustainability and the economic realities of business operations. 
Last year we announced that the purpose of the Fujitsu Group was “to make 
the world more sustainable by building trust in society through innovation”. 
Our focus now is on purpose-driven management, in which all corporate 
activities are oriented toward achieving that purpose. Fujitsu is undergoing 
a comprehensive transformation, in both the financial and non-financial 
spheres, which encompasses our business portfolios, personnel and 
evaluation frameworks, organization, and corporate culture. 
From a financial perspective, we must address issues that will help to create 
a sustainable society while also ensuring our competitive advantage as a 
technology company. We have therefore defined seven key focus areas in 
our ‘For Growth’ domain and will concentrate future investments in these 
areas to boost sustainability for our customers and society and to drive 
Fujitsu’s continued growth. On the non-financial front, we are determined 
to transform our organizational culture by involving all Fujitsu Group 
employees in the Fujitra Project – our in-house digital transformation (DX) 
initiative. With the aim of developing businesses that take into account the interests of all stakeholders, we established a Global 
Responsible Business (GRB) framework that covers issues such as human rights, diversity and inclusion; wellbeing; the 
environment; and responsible procurement in the supply chain. As part of the GRB, we have outlined what Fujitsu aspires to be 
and have set goals for our various activities. One of these is a downward revision of the overall Fujitsu Group target for reducing 
greenhouse gas emissions, in line with limiting the global temperature rise to 1.5℃, as we work to assist our customers and 
society in general on the path to carbon neutrality. 
 
To measure the progress of Fujitsu’s internal transformation efforts, in 2020 we introduced a range of non-financial indicators to 
complement the existing financial indicators. These additional management checks are designed to monitor the levels of trust 
shown by customers and employees and to track the progress of our in-house DX initiative. We are now working on a method for 
visualizing the relationships between the financial and non-financial indicators, and also between the non-financial indicators 
and the GRB. Fujitsu is committed to data-driven management that uses forecasts derived by analyzing data on the company’s 
growth, the contribution to enhanced sustainability for customers and society, and the company’s internal transformation, as 
well as by analyzing the relationships between these various data elements. In this way, we will advance toward achieving our 
corporate purpose. 
Taking actions based on our purpose will help us contribute meaningfully toward the UN’s Sustainable Development Goals 
(SDGs). I view the essence of the SDGs as being a systemic transformation that the global community must achieve by 2030 to 
enable all 9 billion-plus people around the world to live a good life by 2050 – while keeping within the sustainable limits of this 
planet. Fujitsu is aiming for sustainable growth through a management approach that is both data-driven and purpose-driven. 
We will also create digital ecosystems together with customers and play a leading role in promoting digital transformation that 
helps to overcome societal challenges across the globe. 
 
Finally, as a signatory to the United Nations Global Compact, Fujitsu supports the 10 principles of the Global Compact in the four 
areas of human rights, labor, the environment, and anti-corruption. We are absolutely committed to minimizing negative 
impacts on people and society and to promoting a corporate culture aimed at eliminating corruption. 
Takahito Tokita 
CEO & CDXO, Fujitsu Limited 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
3-1 
Fujitsu Way 
 
Fujitsu Way Revised 
 
The Fujitsu Group established the Fujitsu Way in 2002 as a principle for the behavior of all its people. In response to changes in 
society and the business environment, the company revised the philosophy in 2008 to further instill awareness in its people 
working around the globe. 
The world has become more inter-connected with ever-growing complexity, and we are experiencing an era that is fast-changing 
and uncertain. Various threats to global sustainability have become apparent. It is Fujitsu's responsibility to use technology to 
deliver value for customers and contribute proactively to the transformation of society. Accordingly, we have set out Our Purpose 
to make the world more sustainable by building trust in society through innovation, and renewed the Fujitsu Way for every 
person in the Group to act with Our Purpose. 
The new Fujitsu Way comprises the following three core elements: 
 
 Our Purpose : Why Fujitsu exists in society 
 Our Values : The important sense of value each person should have 
 Code of Conduct : What Fujitsu people should comply with 
 
Moreover, Our Values describe a critical action cycle necessary to achieve Our Purpose, consisting of Aspiration, Trust and 
Empathy. 
We aim to achieve Our Purpose by advancing corporate activities based on the new Fujitsu Way, which will provide a new basis 
for the actions of each person in the Group. Click below for further details. 
 
 Fujitsu Way 
https://www.fujitsu.com/global/about/philosophy/ 
 Transforming Our Corporate Culture 
https://www.fujitsu.com/global/about/csr/transformation/ 
 
The Structure of Fujitsu Way 
 
 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
3-2 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
4 
 
 
 
 
 
 
Sustainability Management 
Our vision and the policy for achieving a sustainable society.

Fujitsu Group Sustainability Data Book 2021 
4-1-1 
Sustainability Management in the Fujitsu Group 
 
Policy, Promotion Scheme, and Review 
 
The Fujitsu Group has always been seen by society as a trustworthy and responsible enterprise through its delivery of products 
and services. However, in the current era of VUCA(*1) we face major changes and the future is difficult to predict. It is therefore 
important that we, as a member of the global community, conduct business activities under the leadership of senior 
management that are aimed at resolving environmental, societal and economic problems and that will produce beneficial 
impacts for society. In April 2020, we established a new Sustainability Management Committee that will drive a sustainability-
focused management approach. 
The objective of this committee is sustainability management that takes into account environmental, societal and economic 
impacts as well as stakeholder(*2) interests, ensuring that the company prospers in the long term as a responsible global 
enterprise. Specific initiatives will be in line with our values and our purpose, set out in the revised Fujitsu Way, and will include 
boosting our efforts in non-financial areas. These include respect for human rights, acceptance of diversity, human resource 
development, maintenance of the global environment and contributing to the development of regional communities. Our goal is 
to achieve sustainable, long-term improvement in the value of the Fujitsu Group through corporate activities. 
The committee is scheduled to meet every six months to check on the progress of our activities in non-financial areas and to 
confirm if we are on track to meet our targets. The committee will also discuss new activities and consider non-financial 
indicators, and then report to management meetings and the Board of Directors with the results. The committee is chaired by 
the CEO, who will nominate executives with a perspective on sustainability management for appointment as committee 
members. (As of May 2021, the committee had 16 members, including the chair.) The first committee meeting was held in April 
2020, followed by meetings in October and March 2021 – all conducted remotely. The meetings were characterized by lively 
discussions on topics such as the spread of the COVID-19 pandemic, the accelerating global movement toward decarbonization, 
the ideal future shape of the Fujitsu Group, the mission of the committee, details of the non-financial indicators, an overview of 
Global Responsible Business activities and progress toward achieving the related targets. 
 
*1 
VUCA: Volatility, Uncertainty, Complexity, Ambiguity 
*2 
The Fujitsu Group’s stakeholders: The Fujitsu Group regards our people, customers, partners, community and shareholders as its 
stakeholders. Government authorities, NPOs, NGOs, and similar organizations are also particularly important stakeholders within this 
community. 
 
System Chart 
 
 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
4-1-2 
Non-Financial Indicators 
 
To realize its Purpose, as defined in the Fujitsu Way, the Fujitsu Group must achieve sustainable growth. An essential prerequisite 
for this is the building and strengthening of trusted relationships with all stakeholders. With this in mind, in addition to the 
existing financial indicators, from FY 2020 we have added two non-financial indicators. These are the customer Net Promoter 
Score (NPS), which gauges the level of trust exhibited by customers, and employee engagement, which measures the degree of 
enthusiasm and commitment that employees have and their support of the organizational culture. The Fujitsu Group has 
identified Global Responsible Business as an important issue related to sustainability, and we believe that this initiative will 
engender heightened trust from our customers and our employees, with the outcome visible in these non-financial indicators. 
We will continue to promote a structure for the ongoing monitoring on a global basis of the data from these two non-financial 
indicators. The insights gained from this monitoring and analysis will then be reflected in a range of activities. 
For details, please refer to pages 22-23 of the Fujitsu Group Integrated Report 2020 – Special Feature: “ Progress Toward 
Becoming a DX Company”, Management Indicators and Global Responsible Business (GRB). 
 
Global Responsible Business 
 
Since its CSR Promotion Committee established the Basic Strategy Working Group in 2010, the Fujitsu Group has identified Five 
Priority Issues in its Basic CSR Policy and has been promoting activities that address those priority issues. The working group 
conducted interviews with outside experts regarding the expectations and demands on Fujitsu, based on an awareness of global 
CSR standards and social issues. 
However, recent years have seen a further ramping up of demand for initiatives aimed at building sustainable communities on a 
global scale, including the adoption of the Sustainable Development Goals (SDGs) by the United Nations and the coming into 
effect of the COP 21 Paris Agreement. The Fujitsu Group has employed a materiality analysis in a Groupwide review of the priority 
issues to ensure that they reflect changes in its business over the past several years. The result is a unified framework for the 
priority issues under the banner of Global Responsible Business (GRB). 
 
 Reference: Materiality 
https://www.fujitsu.com/global/about/csr/materiality/ 
 
Global Responsible Business 
 
The GRB framework aims to foster the mindset and corporate culture necessary to realize the Fujitsu Way by engaging in specific 
activities that address our priority issues and to earn and maintain the social trust that is a prerequisite for global business 
activities. All Group employees must be constantly aware that their companies are part of society and aim to not only pursue 
profits but also reduce the negative impact of their business activities on sustainability issues while maximizing the positive. 
To this end, we have specified long-term goals for each priority issue, with the end of fiscal 2022 set as the deadline for their 
achievement, and have been building an effective management system to attain the goals. In order to carry out higher-level 
activities globally while taking into account the differences between countries and regions in such areas as local laws and labor 
markets, we have set Groupwide targets for all employees. Employees based at our headquarters who are responsible for each of 
the priority issues led efforts in formulating these targets, while personnel in overseas regions with similar responsibilities also 
provided input in this regard. We will continue to work on specific measures toward achieving the goals. 
In addition, the status of progress in the execution of the GRB is periodically checked by the Sustainability Management 
Committee, with announcements made in management direction reviews and through various communications methods. 
Detailed information on activities for each of the priority issues is included in the Global Responsible Business section of Fujitsu’s 
Sustainability web page. 
 
 Reference: Goals and Targets of the Global Responsible Business (GRB) 
https://www.fujitsu.com/global/about/csr/vision/grb/ 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
4-1-3 
Materiality 
 
Process of Materiality Analysis 
The Fujitsu Group reviewed its previous five priority issues in consideration of the GRI Guidelines, ISO 26000, and SASB Standards, 
as well as global trends such as the SDGs and the Paris Agreement. Seven new priority issues (materiality) were then determined 
after going through a three-step process. We will implement activities worldwide as part of our Global Responsible Business 
(GRB) framework while working to achieve specific goals related to each of the priority issues. 
 
Step1 Listing relevant issues 
 Created a comprehensive list of issues – after carefully considering the GRI Guidelines, ISO 26000, and SASB Standards, plus 
global trends including the SDGs and the Paris Agreement 
 Refined that list down to approximately 30 issues – after consolidating similar items and deleting items with minimal 
relationship to Fujitsu's areas of business 
 
Step2 Gauging relative importance 
 Based on the identified issues, an in-house survey was conducted across all business units to assess the perceived 
importance of the issues 
 Discussions were held with a range of external stakeholders, including experts, to understand the importance regarding 
expectations and requirements of Fujitsu from an outside perspective 
 Considering both the internal and external viewpoints, the relative importance of the issues was analyzed and gauged 
 
Step3 Deciding on materiality 
 In recognition of the importance of the issues, a reconsideration of issues reflected an organizational restructure based on 
the latest management direction and a unified common approach to global operations across the Fujitsu Group 
 Taking a long-term perspective to enhance the performance of Fujitsu's financial indicators, a process involving the 
Environmental & CSR Management Committee (currently the Sustainability Management Committee), management 
meetings, and the Board of Directors determined seven priority issues for sustainability as linked non-financial indicators at 
the same time, it was agreed that activities should commence on a global basis under the GRB framework 
 
Table. Determination of Materiality (Priority Issues) and Overview 
Priority Issues 
Overview 
Human Rights,  
Diversity & Inclusion 
Give consideration to human dignity and conduct human-centric value creation in corporate activities; 
and respect diversity and foster a corporate culture in which everyone can contribute while remaining 
true to themselves 
Wellbeing 
Create an environment where all employees can work with vitality and provide employees with 
opportunities to realize self-growth and to take maximum advantage of their talents 
Environment 
Help address environmental issues by implementing climate change countermeasures that contribute 
to the achievement of the Paris Agreement’s 1.5°C target and by providing innovative solutions 
Compliance 
Ensure that employees of all organizations are rigorously informed about the Fujitsu Way Code of 
Conduct; cultivate awareness of higher levels of corporate ethics, including societal norms; and act with 
sincerity 
Supply Chain 
Realize procurement in the Group’s supply chains that is highly diversified and which takes 
responsibility for human rights, the environment, and health and safety 
Occupational  
Health and Safety 
Give first priority to ensuring safety as well as sound physical and mental health and provide safe, 
healthy workplace environments that reflect the circumstances in respective countries and regions 
Community 
Conduct activities with a heightened sense of awareness for societal issues and create favorable 
socioeconomic impacts; and ensure those derived benefits generate even greater value 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
4-2-1 
Transforming Our Corporate Culture 
 
Fujitsu Way Revised 
 
Since releasing the revised Fujitsu Way in 2020, we have 
implemented measures to communicate the content to all of our 
people, including via a range of presentations and briefings. To 
ensure that the Fujitsu Way message is thoroughly disseminated and 
understood, we have appointed Fujitsu Way promotion leaders in the 
parent company and in group companies both in Japan and overseas. 
We are establishing a governance structure in which these individuals 
will lead our efforts to promote the Fujitsu Way throughout the year. 
 
Activities to Promote the Fujitsu Way 
 
In-house communication initiatives 
 
To coincide with the revision of the Fujitsu Way, we released a range 
of internal-focused communications including messages from the 
CEO and articles in our online in-house magazines. In this internal 
messaging, we incorporated the wise words of previous CEOs and 
other pioneers – to reflect the DNA to be carried forward – as well as 
the enhanced vision that the current CEO and senior management 
have in mind for Fujitsu. The objective is for all employees to 
understand the background underlying the words and to realize the 
significance of the Fujitsu Way to themselves personally. We will 
continue to use briefing sessions and other meetings, as well as explanatory videos, to ensure that all our people employ the 
Fujitsu Way as they work to achieve Our Purpose. 
 
Fujitsu Way meetings help to build our global governance structure 
 
The CEO holds semiannual Fujitsu Way Meetings with the Fujitsu Way promotion leaders to directly convey the thoughts of senior 
management and to enhance motivation and understanding of the Fujitsu Way. In FY2021, approximately 400 of these leaders 
participated in the meetings, under the theme of “Fujitsu Way promotion leaders take charge with practical implementation on 
the front lines”. The CEO also addresses Fujitsu Town Hall meetings, and we implement initiatives from the Human Resources 
Unit designed to share management’s purpose-driven technology strategy and promote the Fujitsu Way. Furthermore, the 
governance structure that we are creating encompasses Fujitsu Way initiatives on a global scale, including the groupwide 
deployment of best practice concepts by front-line business units to achieve the current goal of “Implementing the Fujitsu Way 
on the front lines”. 
 
 
Image of Fujitsu Way Booklet 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
4-2-2 
Broadening the message through Purpose Carving® 
 
To realize Fujitsu’s corporate purpose, the ideas of every employee 
must be brought together to generate even greater strength. We have 
therefore commenced a journey that will allow each of our employees 
to give shape to their individual purpose. 
Purpose Carving® is an interactive program that enables people to 
express their purpose in words, and it is being rolled out throughout 
the Fujitsu Group. The Purpose Carving® methodology encourages 
individuals to reconsider the meaning of their work and their life in a 
broad sense before carving out their own purpose, which is then 
overlaid on Fujitsu’s corporate purpose to act as a driving force for transformation. The management group were first to engage 
in this program and it is now being extended to all employees. Approximately 1,600 employees who joined Fujitsu Group 
companies in Japan during FY2021 completed Purpose Carving® as part of their new employee training. 
 
Sustainability Contribution Awards 
 
The Fujitsu Group repositioned the Environmental Contribution Awards, which were launched in 1995, and opened them up to all 
employees across every group company while rebranding them as Sustainability Contribution Awards. The aim is to further 
promote the Fujitsu Way by recognizing “Activities to Enhance Sustainability in Society (Outputs to Society)” and “Fostering 
Mindsets and Culture (Organizational Cultural Change)”. Fujitsu Way promotion leaders and the Chief Sustainability Officer serve 
as judges, and they base their decisions on the extent to which the entries embody the values and purpose reflected in the 
Fujitsu Way and on the various elements of Global Responsible Business. 
A total of 127 entries were submitted by a wide range of Fujitsu Group companies, and two Grand Awards and six Excellence 
Awards were presented. Overviews of the two Grand Award recipient projects appear below. 
 
 Grand Award Winners  
＜Unparalleled Speed on the MLPerf HPC Machine Learning Processing Benchmark＞ 
Power consumption for computing is growing year by year, and more efficient programming is critical to reduce the 
amount of energy consumed. In November 2020, two systems in Japan claimed the top positions on the MLPerf HPC 
benchmark, which measures large-scale machine learning processing on a level requiring supercomputers. The ABCI open 
computing infrastructure, from the National Institute of Advanced Industrial Science and Technology (AIST), and RIKEN’s 
Fugaku supercomputer, jointly developed by Fujitsu, achieved the world’s highest performance for two different types of 
systems. The processing speeds achieved in this benchmark will enable the scale of machine learning processing required 
for the detection of abnormal weather phenomena and new discoveries in astrophysics. This achievement reflects Fujitsu’s 
excellent technical capabilities and programming efficiency, and the result will contribute to reductions in the amount of 
energy consumed during machine learning. 
 
＜Rapid Action by the COVID-19 Infection Control Team＞ 
Fujitsu sensed the magnitude of the problem even before the COVID-19 pandemic became widespread in Japan and 
established the COVID-19 Infection Control Team. To provide an urgent response to a virus for which appropriate 
countermeasures were not known, they found solutions to problems with the lean Consulting Creation methodology that 
works even when those on the front lines cannot provide any specifications. The team’s activities produced Japan’s first 
successful multipurpose infection control system, which is used in such areas as medical care, long-term care, schools, 
companies, and quarantine facilities. Furthermore, the team was quick to provide an efficient vaccine reservation system 
that helped to ease the confusion experienced by local government agencies and workplaces when attempting to 
manage reservations for vaccination appointments. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
4-3-1 
Global Responsible Business (GRB) Goals and Achievements 
 
GRB Goals and Major Achievements in FY2020 
 
Pillar 
“WHAT FUJITSU ASPIRES TO BE” and “GOALS FOR FY2022” 
Major Achievements in FY2020 
Human 
Rights, 
Diversity and 
Inclusion 
◆Human Rights 
In both the real-world and digital societies, consideration for 
"human dignity" is reflected in all our corporate activities and we 
constantly work to "create human-centric value". 
 
<Goals> 
Embedding "respect for human rights" within Fujitsu group 
 Completion rates for global human rights training : 80% 
 Preparing contents for human rights 
training for all employees 
(Started in July 2021) 
◆Diversity and Inclusion 
Be a responsible business that reflects the diversity of our world 
and build an inclusive culture where everyone can be completely 
themselves. 
We will celebrate difference and ensure that people can succeed 
regardless of their personal identity, especially their gender, sexual 
orientation, gender identity, race, ethnicity, health, disability, and 
age. 
 
<Goals> 
Cultivation of inclusive corporate culture. 
 Fujitsu Group aims to achieve at least Consolidated 69% from 
66%(FY2019) / Non-consolidated 63% from 59%(FY2019), in 
favorable answers to Diversity and Inclusion question of 
Engagement Survey by FY2022. 
 Fujitsu Group aims to achieve at least Consolidated 10% from 
8%(FY2019) / Non-consolidated 9% from 6%(FY2019) female 
leadership by FY2022. 
 Favorable answers rate of engagement 
survey related to “Diversity and 
Inclusion” question 
- Consolidated 67% 
- Non-consolidated 61% 
 Female leadership rate 
- Consolidated 9.3% 
- Non-consolidated 7.4% 
Wellbeing 
The Fujitsu Group aims to enrich and continuously improve our 
positive health culture where our employees can work to their full 
potential, both in mind and body. We value the importance of our 
people, and will strive to enable them to succeed in their own 
personal development and growth. 
 
<Goals> 
Providing a positive work environment for our people 
 Fujitsu Group aims to achieve at least 71%, in favorable answers 
to “Work Life Balance” and “Care” question of Engagement 
Survey by FY2022 
Enabling success in personal development and growth 
 Fujitsu Group aims to achieve at least 70%, in favorable answers 
to “Growth” question of Engagement Survey by FY2022 
 Favorable answers rate of engagement 
survey related to “Work Life Balance” 
and “Care” question: 66% 
 Favorable answers rate of engagement 
survey related to “Growth” question: 
67% 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
4-3-2 
Environment
Fujitsu will fulfill its social responsibilities as a global corporate 
environmental leader. We aim to contribute to achieving the 1.5℃ 
climate change goal of the Paris Agreement and also to resolving 
environmental challenges, through such measures as developing 
innovative solutions that make effective use of resources. 
 
<Goals> 
Fulfill our social responsibilities and help to resolve environmental 
challenges 
 Reduce greenhouse gas emissions at Fujitsu sites by 37.8% or 
more from the base year level (Reduce by 4.2% each year 
compared with FY2013) 
 Avoid risks associated with our business activities and minimize 
our impact on the environment 
 Help to resolve environmental challenges for customers and 
society through our business operations 
 Greenhouse gas emissions reduction 
rate : 
- FY2020 Target 29.4% or more 
- Achievement 25.3% 
(Reduced by 4.4% compared with 
FY2013) 
* Accelerate GHG reduction by the 
increase of renewable energy 
usage from FY2021 
 Avoid risks and minimize our impact 
on the environment : 
[Business sites]  
- Reduce total water usage by 2.2% 
(180,000 m3)(compared to FY2017)
- Promote eco design for resource 
saving and circulation and increase 
resource efficiency of newly 
developed products by 27.5%  
(compared to FY 2014) 
- Reduce amounts of waste generated 
by 34.1% (9,867t)  
(from the average of FY2012-2014) 
[Supply chain]  
- Reduced CO2 emissions due to power 
consumption during product usage 
by 37% (compared to FY2013) 
- Reduce CO2 emissions and conserve 
water resources in the upstream 
supply chain : Request the Fujitsu 
Group’s key partners (approximately 
750 companies) to undertake 
reduction activities 
 Help to resolve environmental 
challenges :  
- Through ICT services, conducted 39 
measures including both internal 
staff initiatives and external 
business promotion initiatives with 
the aim of understanding and 
spreading the SDGs contribution. 
Compliance 
Ensure that all officers and employees within the Fujitsu Group 
conduct their business activities with a high level of compliance 
awareness and through those activities, the Fujitsu Group fulfils our 
social responsibilities and earns the trust of our stakeholders. 
 
<Goals> 
To further disseminate compliance-related part of the Fujitsu Way 
Code of Conduct throughout the entire organization, the Global 
Compliance Program is rolled out for the entire Fujitsu Group, 
thereby instilling a high level of compliance awareness in the 
 Deliver messages to all employees 
from the President or the Heads of 
each Business Region on the 
importance of compliance 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
4-3-3
organization, and the management is to take the lead in fostering 
a corporate culture where each employee does not tolerate any 
wrongdoings (Zero Tolerance). 
 Deliver messages from the President or the Heads of each 
Business Group/Region on the importance of compliance (at 
least once a year) 
Supply Chain
In its supply chain, the Fujitsu Group will achieve responsible 
procurement that embraces diversity and gives full consideration to 
human rights, the environment and health & safety. 
<Goals> 
 The Fujitsu Group will achieve responsible procurement in its
supply chain.
To ensure that its major suppliers comply with the international
standards for responsible procurement, the Fujitsu Group will
obtain one of the following documents from its major
manufacturing subcontractors and parts suppliers for its core
products (Target KPI =100%)
 A platinum or gold level of site recognition under the RBA(*1)
Audit Recognition program 
 Written consent with the Fujitsu Group CSR Procurement 
Guideline (equivalent to the RBA Code of Conduct) 
 Promotion of supply chain diversity
We set supply chain diversity as our goal of Responsible Business
and promote it globally.
 Availability of any of the following 
documents: 60% 
- A platinum or gold level of site
recognition under the RBA Audit
Recognition program
- Written consent with the Fujitsu
Group CSR Procurement Guideline
 Achieved procurement KPIs from 
enterprises with diverse attributes, 
such as SMEs, women's management, 
and minority enterprises in UK, 
Americas, and Oceania 
Occupational 
Health and 
Safety 
The Fujitsu Group's first priority in all business activities is to protect 
the health and safety of our employees both in mind and body by 
providing a safe and healthy work environment tailored to the 
different cultures in which we operate. 
 We will foster a culture that does not tolerate accidents, incidents 
and poor safety performance. 
 We will ensure safety is a core business value, and make safety 
important and personal in order to influence people’s decisions 
and behavior 
 We will completely eliminate the loss of business opportunities 
due to preventable illnesses, injuries, and unexpected work-
related accidents 
<Goals> 
The Fujitsu Group will maintain a safe and comfortable working 
environment, and promote employees’ mental and physical health 
in every workplace. 
 Zero occurrences of serious accidents 
 Implementing health and safety-related management reviews 
at the global level, conducted once a year 
 Zero occurrences of serious accidents 
 Exchanging opinions with 
stakeholders for management review 
Community 
Our employees, who possess an awareness that they belong to a 
global society, will have a positive impact not just on society, but on 
the economy and on business, by increasing their empathy for 
social issues and engaging in the co-creation of activities. 
We will evaluate, analyze and communicate the impact that our 
employees have made, and offer greater value to society. 
 Developing a scheme to collect case 
studies (Scheduled to begin in the first 
half of FY 2021) 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
4-3-4 
 
*1 
RBA: Responsible Business Alliance 
Fujitsu Joins EICC, a Global Corporate Social Responsibility Coalition (renamed as the Responsible Business Alliance (RBA) in October 
2017) 
https://www.fujitsu.com/global/about/resources/news/press-releases/2017/0329-01.html/ 
 
<Goals> 
Contributing to the transformation of both our corporate culture 
and mindset of employees 
 Rate of increase in the number of employees participating in 
social contribution activities related to social issues : 10% 
increase compared to FY 2019 under the new normal 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
4-4-1 
SDG-related Activities in Fujitsu 
 
SDG-related Activities in Fujitsu 
 
The Sustainable Development Goals (SDGs), adopted by the United Nations in 2015, are a set of common goals to be achieved 
worldwide by 2030. Fujitsu’s purpose is “to make the world more sustainable by building trust in society through innovation” and 
our company has made a commitment, both internally and externally, to contribute to achieving the SDGs. As a global enterprise 
that for decades has leveraged technology to create value for society, Fujitsu has a responsibility to proactively contribute to 
societal transformation. To help make the world more sustainable, we aim to generate larger and more beneficial impacts for 
society by pursuing co-creation to create scalable new business, which will also help to spur ongoing sustainable corporate 
growth. In its efforts to contribute to achieving the SDGs, Fujitsu is transforming to a sustainable management model via its 
Global Responsible Business (GRB) framework and is also working to resolve societal challenges through its business operations. 
We believe the SDGs essentially define a system transformation that must be achieved by 2030 to allow the world’s 9 billion-plus 
inhabitants to live a good life within the planet’s constraints. The issues highlighted in the SDGs involve a complex web of 
environmental, social, and economic elements. One key to solving these inherent problems is through digital transformation 
(DX), which can be applied on a scale that encompasses all aspects of society. We will harness the power of digital technology to 
connect ecosystems that transcend industry boundaries as we transform our own management. We will also assist the 
transformation of our customer organizations, while playing a part in delivering fundamental changes to the way society 
interacts and contribute to the resolution of societal challenges. 
The SDGs are an overarching framework of global social needs and form a common language for all stakeholders. Fujitsu will use 
the SDGs as an opportunity for co-creation with a wide range of stakeholders, including international agencies, national and 
regional governments, private companies, non-governmental organizations (NGOs), and non-profit organizations (NPOs). By 
embracing a multifaceted approach to societal challenges through cooperation, we can create and maximize positive impacts on 
an even larger scale. 
 
SDG Promotion Systems 
 
Fujitsu’s purpose-driven management approach aims to apply the GRB principles to promote sustainability throughout all 
business activities and to generate positive impacts from its business operations. This will help to overcome the societal 
challenges highlighted in the SDGs and create a sustainable world, while also ensuring the sustainable growth of Fujitsu itself. 
By closely aligning all of our corporate activities and developed solutions with the SDGs, we are working to tightly integrate the 
SDGs into our overall management structure in collaboration with our corporate units, business units, various regions (Japan, 
Northern and Western Europe (NWE), Central and Eastern Europe (CEE), Americas, Asia, Oceania) and group companies. 
 
 
 
 
Overview of promotion systems 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
4-4-2 
SDG Promotional Activities in Fujitsu 
 
To contribute to achieving the SDGs via our business operations, it is vital that we work beside our customers with a shared 
awareness of the societal challenges that lie ahead. We must forge a future vision and not focus solely on our customers’ short-
term problems. Fujitsu conducts a range of activities designed to enhance understanding of the SDGs among all employees, 
thereby encouraging the promotion of business designed to overcome challenges in society. 
In FY2020, on the internal Fujitsu Learning EXperience on-demand learning platform, we released a video that describes the 
relationship between our corporate purpose and the SDGs. The aim is for each employee to fully appreciate societal challenges 
and how they are linked to their own day-to-day work, so that the SDGs can be leveraged as an inspiration for co-creation to 
generate greater value for customers. 
 
Contributing to SDGs with Digital Technologies and Services 
 
Responding to COVID-19  
– Dealing with Challenges that Transcend Industry Boundaries 
 
The COVID-19 pandemic has brought into sharper focus the challenges highlighted by the SDGs. Infectious diseases, climate 
change and other issues are linked in complex ways, with a multitude of factors spanning the environment, society, and the 
economy. We believe it is crucial to contribute to achieving the SDGs and will apply our imagination and creativity to envision a 
post-COVID scenario. While being mindful of societal challenges, we will ‘Reimagine’ a new society and business world. 
 
 Fujitsu’s response to COVID-19 
https://www.fujitsu.com/global/covid19/ 
 
 
 
 Reimagine: Solutions supporting the new normal 
https://www.fujitsu.com/global/microsite/reimagine/ 
 
 
 
 
Enabling 
remote 
working 
Adapt and 
scale fast with 
Multi-Cloud 
Keeping your 
business 
secure 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
4-4-3 
Building Trust through Pandemic-Resilient Event Management Technologies 
 
Our lives have been transformed radically by COVID-19, and 
restrictions have been imposed on a wide range of sporting and 
other activities. On a positive note, various countermeasures 
have been devised, vaccination rates are gradually rising, and we 
have started to build the framework for our ‘new normal’ world. 
As organizers plan for the resumption of sporting and other 
events, safety and economic viability must be assured while also 
considering the spectators’ perspective and strictly following all 
health-related regulations. Fujitsu applied its quantum-inspired 
Digital Annealer technology to develop a unique solution that 
ensures safety yet maximizes spectator numbers at events. In 
some preliminary modeling, we worked in conjunction with the Berlin Olympic Stadium and the world-famous Nürburgring 
motorsport race track(*1). Compared with actual data for ticket sales made using existing systems, Fujitsu’s modeling 
confirmed that up to 60% more seats could be sold, with a significant boost to financial returns, while still complying with 
social distancing guidelines. We are currently collaborating with sports facilities and event organizers to further promote 
digitalization. 
By using advanced technologies such as AI and IoT to deliver safe, reliable environments for sporting and cultural events, 
Fujitsu will continue to work toward the achievement of a trusted society.  
 
*1 
Official English website：https://nuerburgring.de/ 
 
 Fujitsu Technology Enables 60% More Fans to Attend Live Events with Safe Covid Distancing 
https://www.fujitsu.com/emeia/about/resources/news/press-releases/2021/emeai-20211506-fujitsu-technology-enables-
more-fans-to-attend-live-events-with-safe-covid-distancing.html 
 
Key SDGs related to this solution 
 
 
Optimizing Logistics for Large-Scale Supply Chains Leads to CO2 Emission 
Reductions and Other Benefits 
 
Logistics has assumed a vital support role for society, but the sector faces challenges such as a driver shortage, worsening 
congestion, air pollution, and rising CO2 emissions. 
Fujitsu joined with Toyota Systems Corporation in a trial designed to optimize complex distribution and supply chains. This 
demonstration leveraged Fujitsu’s quantum-inspired Digital Annealer, and the two companies are refining the solution to 
commercialize it for real-world logistics operations. The trial successfully calculated the most cost-effective approach from more 
than 3 million possible distribution routes for automotive parts – traveling from hundreds of suppliers, through several transit 
warehouses, to dozens of assembly plants. Digital Annealer calculated the optimized logistics costs based on variables including 
the number of trucks, the total travel distance, and the amount of work involved in sorting the packaged parts. 
An enormous number of optimization calculations were completed in a very short time, and the trial results confirmed the 
possibility of trimming logistics costs by approximately 2%-5%. These savings were generated by discovering more effective 
routes, which were not detectable using conventional methods, and from efficiencies related to loading tasks, the number of 
trucks deployed, and minimizing the overall distance traveled. In addition to enhancing the delivery planning process, this trial 
proved that it is possible to make a major contribution to reducing CO2 emissions by cutting the total distance that logistics 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
4-4-4 
operators need to travel. 
Fujitsu will provide ongoing support for the business activities of Toyota Systems Corporation as we continue using Digital 
Annealer to overcome societal challenges in a wide range of industries and business domains. 
 
 
 
 Fujitsu and Toyota Systems Optimize Large-Scale Supply Chain Logistics using Quantum-Inspired Technology 
https://www.fujitsu.com/global/about/resources/news/press-releases/2020/0910-02.html 
 
Key SDGs related to this solution 
 
 
Reducing Food Wastage by Standardizing the Criteria for Determining Damage 
to Packaging 
 
Cardboard boxes containing beverages can become damaged and 
may be refused or discarded on delivery, even if the products inside 
the boxes are not defective in any way. The industry consensus is 
that, irrespective of whether the packaging is damaged or dirty, sales 
of undamaged products should be permitted. However, the current 
situation is ambiguous because those responsible for taking delivery 
of goods apply subjective judgments about the acceptability of 
products based on the condition of the packaging. There is a 
tendency for people tasked with receiving goods to take a strict 
stance as they consider the views of consumers and the risk of 
damaged stock being delivered to their stores, so there is a high 
likelihood of items being rejected. Returned products are generally 
destroyed because it is not possible to re-ship them, based on the 
production date. 
Understanding the need for an industry-wide standard for determining levels of acceptable damage to cardboard packaging, 
Fujitsu collaborated with Suntory Beverage & Food Limited to develop an AI-based image analysis system. Photos of damaged or 
dirty packaging can be taken with smartphones or other mobile devices during the delivery process (from factory to wholesaler 
to retailer) and the system will automatically judge if the item is in acceptable condition or should be returned. During the trials 
in this proof of concept, we worked toward the goal of minimizing waste. Fujitsu aims to extend this framework to other 
beverage manufacturers, and to wholesalers and retailers in the distribution sector, with the objective of standardizing the 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
4-4-5 
product-return criteria and thereby helping to overcome the industry’s challenge of reducing food wastage. 
 Winners of the Supply Chain Innovation Award 2020 Recognized (Supply Chain Innovation Excellent Award, Suntory 
Beverage & Food Limited) – Ministry of Economy, Trade and Industry 
https://www.meti.go.jp/english/press/2020/0703_001.html 
 
Key SDGs related to this solution 
 
 
In-Store Trial of Checkout-Free Solution Aims to Meet Pandemic-Driven 
Demand for Contactless Options 
 
The spread of the COVID-19 pandemic has triggered growing 
demand in the retail and hospitality sectors for cashier-free and 
contactless solutions to safeguard customers and staff members. 
One company taking on these challenges is KOYO SHOP-PLUS Co., 
Ltd., a firm that operates more than 500 convenience stores, 
restaurants, and other outlets within hospitals in Japan. Fujitsu has 
installed a checkout-free solution in one of the company’s outlets to 
enable store operations that are contactless and require no face-to-
face interaction. The customer first downloads the Green Leaves + 
application on their mobile device and registers their credit card 
details, before scanning the QR code on the app’s display as they 
enter the store. Once in the store, the customer’s movements and 
purchased items are detected by IoT-connected overhead cameras and smart shelf sensors, which are linked in the cloud to the 
AI-based checkout-free solution. As the customer leaves the store, the payment is processed automatically and the purchase 
history can be confirmed via the electronic receipt sent to the customer’s device. A further ground-breaking innovation involves 
multi-biometric authentication technology that can identify a person using only palm-vein patterns and facial recognition. By 
linking biometric information to the customer’s existing account in advance, it is possible to enter a store and complete 
purchases while carrying nothing. 
We will continue offering top-quality services suited to societal requirements as we work to ensure the wellbeing and safety of all 
members of society.  
 
 Japanese only: 
KOYO and Fujitsu Commence Trial of Japan’s First Public-access, Checkout-free Store that Uses Biometric Authentication 
https://pr.fujitsu.com/jp/news/2021/01/14.html 
 
Key SDGs related to this solution 
 
 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
4-4-6 
Supercomputer Fugaku and AI Unlock Potential for New Cancer Treatments 
 
Understanding how cancers develop and acquire genetic diversity 
represents a critical challenge for medical researchers. Even using 
the supercomputers available at universities, it typically takes 
several months to analyze the genetic network structures likely 
related to the cancer and to predict the disease state. This presents 
difficulties for researchers working to discover new mechanisms of 
cancer that cannot be understood at the individual gene level and 
for incorporating these findings into research. 
To overcome such challenges, Tokyo Medical and Dental University 
and Fujitsu Laboratories Limited embarked on joint research under 
the theme of "unravelling origin of cancer and diversity by large-
scale data analysis and artificial intelligence technology". This was part of the Program for Promoting Research on the 
Supercomputer Fugaku being advanced by Japan's Ministry of Education, Culture, Sports, Science and Technology. The research 
set out to estimate and predict the relationship between complex genomic networks and the breakout of certain cancer types, by 
focusing on the genes most likely to be involved in that cancer development. The estimation and prediction results were 
achieved in less than a day by leveraging Fujitsu Laboratories' explainable AI technology Deep Tensor (*2) and the world's fastest 
supercomputer, Fugaku, which was jointly developed by RIKEN and Fujitsu. This innovation is expected to pave the way for new 
forms of cancer treatment. 
Fujitsu will continue to contribute to scientific research through a variety of collaborative efforts and will apply the outcomes in a 
practical way to benefit the health and wellbeing of people around the world.  
 
*2 
AI technology developed by Fujitsu Laboratories that derives new knowledge from graph structure data that shows connections between 
people and things. 
 
 Fujitsu and Tokyo Medical and Dental University Leverage World's Fastest Supercomputer to Perform Cancer Gene Network 
Analysis in Less than a Day 
https://www.fujitsu.com/global/about/resources/news/press-releases/2020/1110-01.html 
 Fugaku x AI: A Game Changing Combination in Cancer Treatment Research 
https://blog.global.fujitsu.com/fgb/2021-05-07/fugaku-x-ai-a-game-changing-combination-in-cancer-treatment-research/ 
 Fujitsu Technology to Elicit New Insights from Graph Data that Expresses Ties between People and Things 
https://www.fujitsu.com/global/about/resources/news/press-releases/2016/1020-01.html 
 
Key SDGs related to this solution 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
4-5-1 
United Nations Global Compact 
 
Fujitsu announced its support of the United Nations Global Compact in December 2009. The Fujitsu Group is committed to global 
sustainability Activities that uphold the 10 principles of the Global Compact. Through this commitment, we will meet the 
demands of various stakeholders in international society, and uphold responsible management as a true global ICT company 
contributing to the creation of a sustainable society. 
 
What is the Global Compact? 
 
 
＜The 10 principles of the UN Global Compact＞ 
 
The UN Global Compact consists of 10 principles in the four areas of human rights, labor, the environment, and  
anti-corruption with which companies should rigorously comply. 
 
Human Rights 
Principle 1: Businesses should support and respect the protection of internationally proclaimed 
human rights; and 
Principle 2: make sure that they are not complicit in human rights abuses. 
 
Labor 
Principle 3: Businesses should uphold the freedom of association and the effective recognition of the 
right to collective bargaining;  
Principle 4: the elimination of all forms of forced and compulsory labor; 
Principle 5: the effective abolition of child labor; and  
Principle 6: the elimination of discrimination in respect of employment and occupation. 
 
Environment 
Principle 7: Businesses should support a precautionary approach to environmental challenges;  
Principle 8: undertake initiatives to promote greater environmental responsibility; and 
Principle 9: encourage the development and diffusion of environmentally friendly technologies. 
 
Anti-Corruption 
Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery. 
 
 
Please refer to the "GRI Standard/UN Global Compact (GC) Index" for the relationship between our sustainability activities in fiscal 
2020 and the United Nations Global Compact, as described in the "Fujitsu Group Sustainability Data Book". 
And we have been reporting our COP (Communication on Progress) at the Advanced Level since FY 2012. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5 
 
 
 
 
 
 
Global Responsible Business 
Given the requirement to enhance sustainability-focused corporate management, fulfilling corporate social responsibility from a 
global perspective has become an increasingly important issue. The Fujitsu Group promotes its Sustainability activities based on 
the Fujitsu Way. In order to strive for global effectiveness, we have reviewed material issues across the Group based on 
materiality analysis, and have established a framework called "Global Responsible Business" by classifying issues into the 
following seven areas.

Fujitsu Group Sustainability Data Book 2021 
 
5-1 
 
 
 
 
 
 
 
 
 
Global Responsible Business 
 
 
-  Human Rights, Diversity and Inclusion  - 
 
 
Based on the Fujitsu Way Code of Conduct, the Fujitsu Group will ensure to underlay the spirit of "Respect for human rights" for all 
our corporate and individual activities, and we will strive to have 130,000 Group employees around the world accept diverse 
human resources and embrace individuality without bias toward nationality, gender, age differences, or disabilities.

Fujitsu Group Sustainability Data Book 2021 
 
5-1-1-1 
Human Rights 
Goals
 WHAT FUJITSU ASPIRES TO BE  
In both the real-world and digital societies, consideration for "human dignity" is reflected in all our corporate activities and we 
constantly work to "create human-centric value". 
 GOALS FOR FY2022  
Embedding "respect for human rights" within the Fujitsu Group 
KPI: Completion rate for global human rights training: 80% 
 
Our Approach 
 
The shared values articulated in the Code of Conduct of the Fujitsu Way are guidelines for each employee to follow when 
conducting their daily business operations. Prime among them is "We respect human rights", a principle that underpins all our 
corporate activities. We are working to ensure that this concept becomes an integral part of the day-to-day actions of all 
employees in the group. 
In December 2014, the Fujitsu Group released the “Fujitsu Group Human Rights Statement” to promote activities that respect 
human rights in accordance with this Code of Conduct, as set out in the Fujitsu Way. The statement has been prepared in 21 
languages, including Japanese and English, with the aim of ensuring that it becomes embedded in the corporate culture of all 
our group companies. Fujitsu has also set out the “Fujitsu Guiding Principles of Respect for Human Rights in Employment” to 
ensure that respect for human rights in regard to employment becomes firmly entrenched. 
Fujitsu has publicly announced its support for the ten principles of the United Nations Global Compact(*)based on universal 
principles regarding human rights and rights at work, such as the Universal Declaration of Human Rights and the International 
Labour Organization’s (ILO) Declaration on Fundamental Principles and Rights at Work. We will continue to drive management 
practices that respect human rights. 
 
*1 
Ten principles of the United Nations Global Compact: 
The compact identifies ten principles that corporations should uphold in four areas: human rights, labor practices, the environment and 
anti-corruption. 
 
 Fujitsu Group Human Rights Statement 
https://www.fujitsu.com/global/documents/about/csr/humanrights/fujitsu-group-human-rights-statement_en.pdf 
 Fujitsu Guiding Principles of Respect for Human Rights in Employment 
https://www.fujitsu.com/global/documents/about/csr/humanrights/fujitsu-group-principles-of-respect-for-human-rights-in-
employment_en.pdf 
 
Organizational Structure and Regular Reviews 
 
In accordance with the "Fujitsu Group Human Rights Statement" referred to above, the Fujitsu Group is engaged in building a 
Human Rights Due Diligence Scheme that identifies the human rights impacts of our business activities throughout the entire 
global value chain, while also preventing and mitigating any negative impacts. 
As part of this activity, we interviewed personnel across a wide range of departments in Fujitsu and exchanged ideas with Japan-
based as well as international experts. In doing so, we identified three key areas where our business activities have a major 
impact: supply chain, employees, and customers and end users. We are now engaged in activities to address human rights issues 
in these areas. 
In order to further drive Human Rights Due Diligence, within the Human Rights and Diversity pillar of our global responsible 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-1-1-2 
business activities, we have established a structure of regular meetings for those responsible for promoting human rights in each 
of Fujitsu’s operating regions. We will monitor the progress being made toward achieving our goals and KPIs in this area and 
continue to exchange ideas on Human Rights Due Diligence. 
 
Activities to Raise Awareness of Human Rights 
 
The Fujitsu Group has established a Human Rights Promotion Committee which is chaired by the board member in charge of 
human resources. To implement activities that promote respect for human rights, we have set up Regional Human Rights 
Promotion Committees comprising regional workplace representatives in each Fujitsu work location in Japan. We also collaborate 
with the committees in Fujitsu Group companies within Japan. 
The status of activities and issues with the regional and group company committees is regularly reported to the head office of the 
Human Rights Promotion Committee. Findings are used by the Human Rights Promotion Committee to summarize activities and 
set policy directions on an annual basis to drive ongoing, structured educational activities that promote respect for human rights. 
In order to communicate and entrench the Fujitsu Group Human Rights Statement in the culture of all group companies, we 
created "Business and Human Rights" posters and displayed them in approximately 230 work locations in Japan and other 
countries. 
 
 
Education on Human Rights 
 
Based on the policy directions set by the Human Rights Promotion Committee, Fujitsu and the group companies within Japan 
conduct education and training activities using course content that is common across the company as well as content targeting 
issues specific to a region or group company. There are training programs that all employees undertake when joining the 
company and upon promotion, as well as other training programs held year-round. These training programs cover various human 
rights issues, including discrimination against minorities, workplace harassment, understanding of LGBT issues, and human 
rights issues related to business operations. At Fujitsu, we believe it is crucial for a culture of understanding to be championed by 
senior management in order to instill respect for human rights. Therefore, we conduct training for newly appointed executives in 
Fujitsu and our group companies in Japan that teaches them our approach to corporate activities based on international human 
rights standards. Moreover, the Fujitsu Group developed an e-learning program on "Business and Human Rights” in FY2016 that 
was intended for 100,000 group employees and aimed to heighten awareness about human rights issues. During FY2021, we are 
planning for every member of staff to undertake this training program. 
 
Framework for Reporting and Consulting on Human Rights Issues 
 
The Fujitsu Group conducts its business activities worldwide in close collaboration with local communities. Working with these 
communities, we have established systems to engage in human rights-related consultations and information gathering both 
inside and outside the company, in order to listen to and understand the opinions of various parties. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-1-1-3 
The Fujitsu Group has created an intranet-based system to consult with and accept input from all Fujitsu Group employees on 
human rights-related issues. Within Japan, Fujitsu has set up Human Rights Consultation Service facilities in 16 locations. The 
matters discussed are reported to the Human Rights Promotion Committee and regularly communicated to auditors, with careful 
consideration given to ensuring that personal information and privacy are respected. The objectives are to understand the 
utilization status of this consultation service and to put in place initiatives designed to prevent recurrences of any breaches. 
Through the Compliance Line/Fujitsu Alert structure, the Fujitsu Group receives reports and offers consultations related to 
compliance issues, including human rights issues, for all Fujitsu Group employees, customers, suppliers and other third parties 
globally. The Fujitsu Group has also set up the Compliance Line for Suppliers in Japan as a channel for receiving reports from 
suppliers in Japan regarding any actions that are potential or actual instances of non-compliance in our purchasing activities. 
 
 Global Compliance Program 
https://www.fujitsu.com/global/about/csr/compliance/#anc-03 
 
Initiatives to Prevent Forced Labor and Child Labor 
 
The Fujitsu Group has stipulated that it will not use forced labor or child labor, and it conducts written CSR surveys based on the 
ISO 26000 standard in order to check on our initiatives for preventing forced labor and child labor. 
We also make our stakeholders aware of the Fujitsu Group CSR Procurement Guideline, which includes provisions on the 
elimination of forced labor and child labor. Furthermore, we request that our suppliers complete a written survey on the status of 
CSR initiatives including steps to eliminate forced labor and child labor. 
 
 Supply Chain Management 
https://www.fujitsu.com/global/about/csr/procurement/ 
 
Initiatives on AI Ethics 
 
The Fujitsu Group has long advocated a ‘human centric’ approach and argued that information technology should fundamentally 
be used to focus on, and to benefit, people. In March 2019, as a reflection of the rapid recent development of AI technologies, 
the Fujitsu Group formulated and announced the "Fujitsu Group AI Commitment". As the companies which carry out AI-related 
businesses including research, development, implementation and operation activities, we aim to emphasize the importance of 
communication with a wide range of stakeholders in the community, including users and consumers, as we distribute the 
enormous value of AI to the society. For that purpose, the commitment outlines our promises with the customers and the 
community. 
 
 Fujitsu Group AI Commitment 
https://www.fujitsu.com/global/documents/about/csr/humanrights/fujitsu-group-ai-commitment-201903_en.pdf 
 
In line with that commitment, the Fujitsu Group undertakes a range of activities related to ethical issues around AI. For example, 
in September 2019 we established the Fujitsu Group External Advisory Committee on AI Ethics, a body comprised of outside 
experts in AI and other sectors. The committee provides objective appraisals of our initiatives on AI ethics, and its outcomes are 
shared with Fujitsu's Board of Directors. This mechanism incorporates our efforts on AI ethics into our corporate governance 
regime, and we continually review and improve our activities. 
 
 Fujitsu Establishes the Fujitsu Group External Advisory Committee on AI Ethics to Ensure the Safe and Secure Deployment of 
AI in Society 
https://www.fujitsu.com/global/about/resources/news/press-releases/2019/0930-01.html 
 
In addition to holding in-house training courses in AI ethics, we established the 'Human Centric AI' Working Group to evaluate 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-1-1-4 
and examine AI from a variety of perspectives. This is one way we are working to prevent ethical problems related to AI, including 
concerns that people have with the impact on human rights, privacy and ethical issues that may arise during the tangible 
business phases of AI research, development, implementation, and operations. 
To further such initiatives, Fujitsu has the Digital Technology Promotion Legal Office within the Legal, IP and Internal Control 
Unit, which supports the delivery of safe, secure AI solutions by considering the balance between technology utilization and legal 
norms. Furthermore, we established the Research Center for AI Ethics as part of Fujitsu Research to broaden our research into AI 
ethics, with the aim of creating and disseminating AI ethics technologies via interdisciplinary research as well as technological 
development. 
 
FY2020 Performance 
 
Fujitsu Initiatives Addressing Human Rights Issues in Three Areas of Human 
Rights Due Diligence 
 
Areas 
Human Rights Issues
Major Activities in FY2020 
Supply Chain 
Work environment / 
high-risk minerals 
 Conducted a CSR Survey to check the adoption status of the RBA Code of Conduct 
by suppliers (119 key suppliers and manufacturing-related employment agencies 
and subcontractors) and actioned the feedback from the survey results 
 Notified parts suppliers, manufacturing subcontractors and manufacturing 
employment agencies of the Fujitsu Group CSR Procurement Guideline and 
requested submission of their written agreement to the guideline 
 Checked Fujitsu group manufacturing sites for the status of their compliance with 
the RBA Code of Conduct 
 Conducted mock audits of RBA Code of Conduct adoption at three group 
manufacturing sites in Japan and other countries 
Employees 
Discrimination and 
harassment / working 
hours 
 Conducted a survey and confirmed the current status, based on the results of 
previous human rights impact assessments, into working hours, wages, privacy, 
and reporting systems for 21 companies in the regions outside of Japan (Northern 
and Western Europe, Central and Eastern Europe, Americas, Asia, and Oceania) 
 Conducted e-learning courses for all employees on preventing harassment in the 
workplace, including preventing discrimination against members of the LGBT+ 
community, with content that reflected changes to Japanese legislation (Act on 
Comprehensive Promotion of Labor Policies) 
 Continued training for new and promoted employees, as well as human rights 
training in each region throughout Japan, with the aim of preventing various 
forms of discrimination and harassment 
 Conducted group-wide "Barrier-Free Minds" workshop (group-based training and 
e-learning) aimed at establishing workplaces and a society in which everyone can 
participate actively, whether disabled or not 
 Held an online seminar titled “Now is the time to reconsider our information 
literacy” to counter false information, predictions, and prejudices related to the 
COVID-19 pandemic 
 Reviewed internal systems, monitored ICT usage and delivered management 
reforms to promote diversified, flexible work styles that are not predicated on long 
working hours 
 Conducted "Unconscious Bias” e-learning courses for all employees to help reveal 
underlying systemic discrimination while also further promoting diversity and 
inclusion, and expanded the courses to include group companies in Japan 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-1-1-5 
 Studied appropriate options for a Human Rights Consultation Service facilities, 
held an online workshop, and deployed the concept to Group companies in Japan 
Customers and 
end users 
Privacy and data 
security 
 Announced the Fujitsu Group AI Commitment and conducted an assessment of the 
impact of AI on human rights. We will systematically identify the points that 
should be taken into consideration for each industry and for the tasks in each 
occupation when promoting AI businesses, and then refer to these points when 
planning specific measures 
 
Education on Human Rights Issues 
 
 E-learning for employees conducted by Fujitsu and group companies in Japan at various locations: 46,487 attendees 
Preventing Workplace Harassment: Aimed at creating inclusive workplaces where everyone is welcome 
 Employee training conducted by Fujitsu and group companies in Japan at various locations: 11,841 attendees 
Discrimination against minorities, workplace harassment, promoting an understanding of gender diversity and human 
rights issues related to business operations 
 Fujitsu and group companies in Japan 
Training for new employees: 1,226 attendees (Fujitsu figures) 
Training for promoted employees: 2,859 attendees (Fujitsu figures) 
Training for new executives: 66 attendees 
 
Activities to Raise Awareness of Human Rights 
 
 Held a contest in which employees of Fujitsu and group companies in Japan and their families devised slogans to promote 
human rights awareness: 2,825 submissions 
 Distributed human rights messages to employees of Fujitsu and group companies in Japan timed to coincide with Human 
Rights Week (December 4-10, 2020) 
 Displayed posters promoting human rights awareness in the workplaces of Fujitsu and group companies in Japan. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-1-2-1 
Diversity and Inclusion 
Goals
 WHAT FUJITSU ASPIRES TO BE  
Be a responsible business that reflects the diversity of our world and build an inclusive culture where everyone can be 
completely themselves. 
We will celebrate difference and ensure that people can succeed regardless of their personal identity, especially their gender, 
sexual orientation, gender identity, race, ethnicity, health, disability, and age. 
 GOALS FOR FY2022  
Cultivation of inclusive corporate culture. 
KPI: ･ Fujitsu Group aims to achieve at least Consolidated 69% from 66%(FY2019) / Non-consolidated 63% from 
59%(FY2019), in favorable answers to Diversity and Inclusion question of Engagement Survey by FY2022.(*1) 
 
･ Fujitsu Group aims to achieve at least Consolidated 10% from 8%(FY2019) / Non-consolidated 9% from 6%(FY2019) 
female leadership by FY2022.(*1) 
 
*1 
Where “Consolidated” relates to all Fujitsu Group Companies globally, and “Non-Consolidated” relates to Fujitsu Limited. 
 
Diversity and Inclusion Policy 
 
Here at the Fujitsu Group, we have engaged in efforts to advance diversity and inclusion (D&I), based on the idea that "We 
respect fairness and equality, and promote diversity and inclusion," as described in the Purpose Statement of the Fujitsu Way. 
These efforts are based on one of our corporate values: “We respect diversity and support individual growth.” Nowadays, diversity 
refers not only to factors like gender, disability, and nationality, but also to things like work style, communication style, and 
multi-culturalism, in a variety of different settings and from a variety of different perspectives. 
We established the Global D&I Vision & Inclusion Wheel at the Fujitsu Group to reflect this expansion in definition. It acts as a 
guideline, helping further advance our efforts toward inclusion and diversity within our employees. 
This wheel expresses the Fujitsu Group’s overall efforts as they relate to D&I, and also defines what D&I means for the Group. The 
Global D&I Vision states that our ultimate goal is for each and every employee to be able to express themselves and their 
individual strengths. The wheel also defines the vision, strategic goals, and focus areas required to realize this goal. We also 
clarify, through the Inclusion Wheel, that our efforts toward D&I will be wide-ranging, covering a diverse array of factors and 
fields, while staying rooted in five focus areas. 
 
 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-1-2-2 
Diversity Promotion Framework 
 
Here at Fujitsu, we established the Diversity Promotion Office in 2008. The office, which is under the direction of the President 
and the Diversity Officer, engages in efforts to promote diversity and inclusion in all Group companies. 
The office hosts regular meetings, attended by all regional Diversity Promotion Representatives, for them to share information on 
issues and measures in each region and engage in planning for globally coordinated promotion measures. In order to have an 
awareness of the current state of diversity promotion, we also include questions on diversity in our annual global engagement 
survey. In addition, executive sponsors have been appointed to represent supporters in each of the priority areas, and support 
the promotion measures in each area. 
All domestic group companies in Japan are also required to select a diversity promotion manager. These managers promote 
diversity in the Group as a whole by sharing information amongst each other during their meetings, strengthening their 
coordination with Fujitsu, helping standardize policies, and more. 
Furthermore, from FY2020, the system will be designed to allow higher-level executives to include D&I-related items in their 
goals. 
 
Initiatives for Fostering Corporate Culture 
 
Companywide Diversity Promotion Forum 
 
In order to foster a corporate culture at Fujitsu where "anyone can play a role in their own way," in FY2008, we launched the 
Companywide Diversity Promotion Forum, with the aim of getting employees to see diversity and inclusion in a new light and 
inspiring a new mindset and behavioral change, and have held it once a year since then. In FY2020, we held the forum with the 
theme, “Transforming Yourself, Transforming Corporate Culture – The Reason for Diversity and Inclusion” with a message from the 
President and a panel discussion by four officers, which was an opportunity for us to think about the importance of diversity and 
inclusion as a digital transformation (DX) company. 
 
 
 
Endorsement of International Standards 
 
In FY2017, the Fujitsu Group issued a CEO Statement of Support for the Women’s Empowerment Principles, which were created by 
the UN Global Compact and UN Women. In doing so, we pledged our support of the principles. In FY2018, we also became the 
first Japanese company to pledge our support to the UN’s LGBTI Standards of Conduct for business, and have been proactive 
overall in our adaptation to global trends in diversity. 
 
Gender-Based Initiative 
 
The Fujitsu Group has set goals to increase the percentage of female employees in leadership positions, and we are working to 
promote initiatives to achieve these goals and reform the culture at Fujitsu Group companies. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-1-2-3 
At Fujitsu, these efforts involve nominating female employees from the leader level as candidates for top management, and 
establishing/implementing individually tailored training programs for these employees alongside their workplace, the 
management, HR, and the Diversity Promotion Office. In addition to these kinds of management-track leadership programs, we 
also conduct workshops and events that allow female employees to reflect and build on their careers in other tracks as well. 
These act as pipelines to drive female employees to further advancement, and allow us to support the careers of each and every 
employee. Strategic measures are being boldly implemented in other regions, as well, according to the situation of the region 
and the country.  
 
 
Career Workshop for Female Employees 
 
Fujitsu and its domestic Group companies host workshops that are primarily for young female employees that are on a 
leadership track, where awareness-raising by external lecturers, dialogues with multiple role models, and discussions with 
executive personnel are held, with the goal of further encouraging the career development of female employees. Our goal with 
the workshop is to help eliminate any internalized prejudice as to their manager-level career development, expand their career 
options, and acquire the broader perspective needed to perform in high-level positions. 
 
International Women’s Day Initiatives 
 
The Fujitsu Group uses the occasion of International Women's Day, which falls on March 8 each year, as an opportunity to 
communicate messages from top management and share video messages from female employees around the world and the 
employees who support their activities. In addition, we use green, the theme color of gender at the Fujitsu Group, to build a 
sense of unity and cohesion within the group, while accelerating the transformation of corporate culture by holding various 
events such as webinars and lectures in each region. Since FY2018, Fujitsu and its domestic Group companies have been hosting 
lectures by guests from outside Fujitsu, as well as networking events and the like. 
 
Support of the Kanagawa Women’s Activity Support Group 
 
The Kanagawa Women’s Activity Support Group is made up of top 
male officials from well-known companies, administrative offices, 
universities, and other organizations that are headquartered (or have 
a major business office) in Kanagawa Prefecture, and that have been 
active in their support of women’s career development. Supporting 
members share relevant initiatives in their own organizations 
through declarations of conduct, and in doing so, work to create and 
drive the women’s career development movement in the area. In 
November 2015, Fujitsu became a supporting company of the group, 
and delivered a declaration of conduct aimed toward the expansion of 
the women’s career development movement. At present, we are 
Declaration of Conduct 
★
★Indicator assured by third party
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-1-2-4 
working to jumpstart their activities, in collaboration with other member companies who support these efforts. 
 Declaration of Conduct for Women’s Activity Support 
https://www.fujitsu.com/jp/documents/about/csr/diversity/Woman_act.pdf 
 
Initiatives in Other Regions 
 
In order to implement gender equality in career paths and become a 
truly well-balanced DX company, we have conducted mentoring via 
pairs of female engineer mentees and talented senior engineer 
mentors. The aim is for mentees to build confidence through regular 
coaching, seek out their value as individuals, undergo mutual growth 
and form new networks. 
In addition, employee network groups for gender empowerment and 
gender diversity are highly active. 
 
Employment and Support of People with Disabilities 
 
At Fujitsu, we do not impose restrictions on the types of jobs available 
to people with disabilities. As such, there are people with disabilities 
who work in a wide range of jobs, from sales staff to SEs, R&D staff, 
administrative staff, and more. 
During the hiring process, we prepare pamphlets and websites aimed 
toward job seekers with disabilities. This pamphlet includes employee 
interviews, as well as information as to our stance on the 
employment of people with disabilities, and the wide range of jobs 
available to them. In explaining how we provide an affirming and 
individually oriented workplace for all, regardless of disability, we 
hope to relieve them of any anxiety they may have about their 
employment. We also conduct long-term follow-up on these 
employees, from training until they become settled in their jobs, to 
encourage them to stay with us for the long term.  
Examples of this include special training programs when they enter 
the company, and workplace-oriented consultations so that each employee is able to perform to the best of their abilities.  
We also created a manual for workplaces, called the Work Style Guideline. It lists the things that employees should consider 
when working with employees with disabilities, according to each type of disability. In addition, we introduced a diversity 
communication tool—FUJITSU Software LiveTalk—as a common service for Fujitsu and its domestic Group companies, in order to 
support smooth communication and efficient operations which include employees who are hearing-impaired. We are 
implementing strategic measures such as hiring, accessibility improvements, and employee network activities in other regions, 
as well, according to the situation of the region and the country. 
 
 FUJITSU Software LiveTalk 
https://www.fujitsu.com/jp/group/ssl/products/livetalk/ 
 
Furthermore, communities of people with disabilities all over the world, on their own initiative, are launching efforts to jumpstart 
activities for creating better working environments for employees with disabilities.  
 
Disability-Oriented Diversity Promotion Forum 
 
Fujitsu hosts forums that aim to support people with disabilities in the workplace. Every year, the forums are set up to have a 
★
★Indicator assured by third party 
*1
The research covers Fujitsu and Fujitsu Harmony in fiscal 
2019 and Fujitsu Laboratories, Fujitsu Laboratories, 
Fujitsu IS Service, Fujitsu Advanced Accounting Service, 
Fujitsu Home & Office Service, and Fujitsu Techno 
Research in fiscal 2020. 
(*1)
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-1-2-5 
variety of themes, such as rational considerations for people with disabilities, lessons for universal design, and para-sports 
experiences. In FY2020, the forum’s theme was “Understanding Developmental Disabilities in the Workplace." We conducted 
programs which aimed to create a workplace where everyone can work in a way that makes the most of their strengths, for 
employees to think about hints for behavior in their daily lives and specific ways to respond. 
 
Initiatives on the International Day of Persons with Disabilities 
 
On December 3, the International Day of Persons with Disabilities, we used purple, the Fujitsu Group's theme color for health and 
disability, to create a sense of unity within the Group, delivered messages from top management, and shared video messages 
from the internal diversity champions of the disability areas in each region. We are working together with D&I promotion teams 
and employee network groups in each region to raise awareness of disabilities by holding events such as webinars and 
roundtables which promote understanding for people with disabilities, as well as conducting various initiatives that are aimed at 
boosting employee awareness. 
 
Internal Global Collaboration for People with Disabilities 
 
At the Fujitsu Group, representatives from independently managed network groups of employees with disabilities in each region 
have come together to form a global network (Global Network of Persons with Disabilities), along with the support of executive 
sponsors, to promote understanding of employees with disabilities and create an inclusive environment on a global scale. 
 
Special Subsidiaries to Promote the Employment of People with Disabilities 
 
At Fujitsu and its domestic Group companies, we have established special subsidiaries in order to provide people with disabilities 
a wider range of workplaces. These subsidiaries work to cater to the unique needs of each and every individual, and create 
workplaces where they can thrive. 
 
Initiatives in Other Regions 
 
In certain regions, employees who promote D&I are providing support for the Human Resources Department and reforming 
internal regulations and hiring practices, in order to build a workplace that is more inclusive for people with disabilities. Fujitsu 
has created a system for interviewing people with disabilities about their support needs on a voluntary and confidential basis. By 
improving the workplace through these initiatives, we will further improve the inclusion of people with disabilities. 
 
Year 
Established
# of People with 
Disabilities 
Main Work Tasks 
Business Office(s) 
Fujitsu FSAS & 
Sun Ltd. 
1995 
33 
Repair of ATMs, PCs, and printed circuit 
boards; various tasks for Fujitsu 
maintenance services 
Beppu 
Fujitsu 
Harmony 
Limited 
2013 
171 
Recycling; office environment work; 
health maintenance work; creation of 
free gifts; operational support of 
meetings/events; order/sale of box 
lunches; support of health check-ups 
Kawasaki, Numazu, 
Shinagawa, Yokohama, Shin-
Koyasu, Aomori, Sapporo, 
Nagano, Sendai, Niigata, 
Omiya, Okinawa, Makuhari, 
Kansai, Nasu 
Fujitsu Social 
Science 
Laboratory 
Limited 
2017 
12 
In-house delivery tasks; office support; 
maintenance/management of office 
environment; recycling-related tasks 
Kawasaki 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-1-2-6 
Race/Ethnicity-Based Initiatives 
 
The Fujitsu Group is moving forward with efforts to create a corporate culture which treats people from diverse racial and ethnic 
backgrounds with respect. Various events are held in each region, such as employee network group activities to understand 
diverse cultures, events to understand national and regional cultures, activities to provide a deeper understanding of specific 
ethnic groups, activities to support ethnic minorities, internship and mentoring programs for university students of specific ethnic 
groups in cooperation with universities and other organizations, English-language movie events, and cooking sessions for 
various national cuisines. 
In addition, at Fujitsu, we hire global personnel, including international students and students from overseas universities, by 
participating in Japan and career events held in outside Japan targeted at international students, holding in-house seminars, 
and accepting international students for internships. As a result, at the end of FY2020, there were 475 international employees 
working at Fujitsu. Fujitsu established the Integr8 network in 2007, which aims to support international employees and allow 
them to perform to the best of their abilities in the company. Through this project, we have worked to create a working 
environment that is more comfortable for our global personnel. As part of the project, we offer an intranet that provides 
explanations as to Japanese rules and regulations, HR procedures for business trips, visa acquisition procedures, information 
about food, clothing, and shelter, in addition to sharing information via our internal social media and other channels, to help 
these employees adapt more easily to the Fujitsu work environment and to their lives in Japan. The project has also been 
expanded to support the international integration of Fujitsu workplaces throughout the world. In order to accomplish this, we 
have provided support for the establishment of global societies within the Fujitsu Group and hosted workshops to hear from our 
employees and encourage them to share information, host networking events, and more. 
 
Creating a More LGBT-Friendly Workplace 
 
Fujitsu is moving forward with initiatives to drive deeper 
understanding of gender and sexual diversity, (such as LGBT+), in 
order to create a workplace where every employee can feel secure and 
comfortable and perform to the absolute best of their abilities. In 
2016, we released a message from top management, addressed to all 
employees of the Fujitsu Group, announcing our commitment to 
creating a more LGBT+-friendly workplace and working to make 
diversity and inclusion a reality within the group. In Japan, we are 
also expanding the scope of application of our internal systems, such 
as congratulatory and condolence payments, vacation days, and 
leaves of absence, to include same-sex partners as well. 
Our efforts to raise awareness across the entire company include providing training on human rights, distributing leaflets, 
hosting lectures targeted at management, and sending out messages through the intranet. In addition, we also host LGBT+Ally 
Meetings, where employees can engage in discussions with a diverse range of LGBT individuals, in order to expand the network 
of LGBT allies. In 2018 and 2019, we have hosted screening events under the theme of LGBT and LGBT allyship (2017: The Case 
Against 8 / 2018: Kalanchoe). In recent years, participants of these events have started to naturally declare their LGBT allyship in 
the workplace, by putting stickers in rainbow colors (a symbol of respect for the LGBT community) on their office PCs and 
business card holders. 
In June 2018, Fujitsu became the first company in Japan to announce its support for the UN Standards of Conduct for Business 
Tackling Discrimination against Lesbian, Gay, Bi, Trans, and Intersex People.  
In 2019, Fujitsu Group participated in Pride events held in Tokyo and other cities around the world, including London, 
Birmingham, Lisbon, Dallas, and Silicon Valley. 
Furthermore, Fujitsu participates in and sponsors Pride House Tokyo(*2) as a Gold Partner. Sparked by the Tokyo Olympics and 
Paralympics, this project aims to go beyond sectors and collaborate with organizations, individuals, and companies to 
disseminate information related to sexual minorities and build permanent places where young LGBTQ people in the next 
Voluntary Participation to Pride Parade  
(Photo taken in 2018/ 2019) 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-1-2-7 
generation can gather with peace of mind. These initiatives have been highly regarded, and for five straight years, they have 
received the top "Gold" classification for PRIDE Indicators, according to the volunteer organization work with Pride. 
 
*2 
Pride House Tokyo https://pridehouse.jp/en/ 
 
Fujitsu Pride is a movement at the Fujitsu Group where representatives from employee 
network groups of LGBT+ people and allies from each region come together to collaborate 
and take action on a global scale with the support of executive sponsors. In 2020, we 
held the first-ever online "Global Fujitsu Virtual Pride Week," hosted by Fujitsu Pride. 
Executives and employees from Fujitsu and group companies in Japan and overseas 
participate, and activities such as virtual parades, webinars, panel discussions, and small 
group events to discuss LGBT+ issues are conducted. 
 
Support of a Healthy Work-Life Balance 
 
Fujitsu is moving forward with efforts to establish systems that will allow employees to better balance their work and private life, 
including such events as childbirth, childcare, and long-term care. In addition to introducing and mainstreaming remote work, 
we are promoting a balance between work and childcare and long-term care by overhauling work systems, such as expanding 
"flex time" work setups without core work hours and allowing employees to use hourly increments of accumulated leave. 
 
Childbirth and Childcare 
 
Fujitsu has established an Action Plan (*3) in accordance with the Act on Advancement of Measures to Support Raising Next-
Generation Children. We also provide babysitter subsidies and have in-house childcare facilities in our business offices. Several 
times a year, we also conduct seminars for employees who have just returned from parental leave, as well as seminars for 
supervisors of employees who are on parental leave, with the aim of providing workplace support and constructing networks, in 
addition to promoting diversity management. Furthermore, in addition to support seminars for employees who are about to take 
maternity or childcare leave, we also hold seminars for employees who are thinking about their career plans based on taking 
maternity or childcare leave in the future, employees whose spouses are about to have a baby, and supervisors who have such 
employees under their supervision, to fully support them in balancing work and childcare. 
 
*3 
Action Plan: 
The first Action Plan was implemented in 2005. This current one is the 7th Action Plan (April 1, 2021 – March 31, 2024). 
 
 7th Action Plan (61.6KB) 
https://www.fujitsu.com/global/documents/about/csr/diversity/season-7-action-plan-en.pdf 
 
Nursing Care 
 
Since FY2017, we have also hosted the Balancing Work and Nursing Care seminar for employees involved in nursing care. The 
seminar provides an opportunity to learn basic knowledge about nursing care in general, including support policies both inside 
and outside of the company, the mental/emotional attitude needed, and the preparation that goes into providing nursing care. 
In addition, in FY2020, we released a handbook which compiles information about knowledge and behavior to keep in mind for 
each stage of care, as well as the company systems available for use, with the goal of having employees use them to balance 
work and nursing care. Furthermore, in conjunction with CareNet, Inc., a Fujitsu Group company that offers nursing care services, 
we launched a Nursing Care Consultation Service, and are aiming to realize employee wellbeing by addressing the nursing care 
worries of each employee across the entire Fujitsu Group. 
 
 
Global SOGI logo 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-1-2-8 
External Awards / Certifications 
 
See here for a list of the external awards / certifications that Fujitsu has received for its diversity efforts. 
 
 External Recognition and Awards  
https://www.fujitsu.com/global/about/csr/evaluation/ 
 
FY 2020 Performance 
 
★Indicator assured by third party 
 
Corporate Culture Reform Initiatives 
 
 Held Companywide Diversity Promotion Forums: 680 participants in FY2020 (Fujitsu and its domestic Group companies) 
 Incorporated diversity and inclusion questions into our annual global engagement survey 
 
Gender-Based Initiatives 
 
 Female employee rate: % to be confirmed / Female manager rate: 7.4%★/ Newly appointed female manager rate: 13.9% 
(Fujitsu) 
 Held Female Employee Career Workshop: 69 participants in FY2018 (Fujitsu) 
 International Men's Day Event (Global Delivery) 
 Network groups for gender empowerment and diversity (in each region)  
 Gender Pay Gap Program (NWE region, Global Delivery) 
 Mentoring Program for Female Engineers (Global Delivery) 
 
Employment and Support of People with Disabilities 
 
 Rate of employment for people with disabilities: 2.36%★ (June 2020) (Fujitsu) 
 Held Diversity Promotion Forum for employees with disabilities: 377 participants in FY2020 
(Fujitsu and its domestic Group companies)  
 Introduced LiveTalk, a diversity communication tool for hearing-impaired people, company-wide, and for all domestic group 
companies (Fujitsu and its domestic Group companies) 
 Held lectures by employees with disabilities at new employee training (Fujitsu) 
 Employee network groups for people with disabilities (in each region) 
 Roundtables with employees and executives (Americas region) 
 Training, promotion of understanding, and development of facility norms and guidelines for accessibility (NWE regions) 
 
Race/Ethnicity-Based Initiatives 
 
 Addressing the workplace environment issues of foreign employees (Fujitsu) 
 Black History Month (Americas region, NWE regions) 
 Support for ethnic minorities (Oceania region) 
 Employee network group activities for understanding diverse cultures (in each region) 
 Events for understanding national/regional cultures (Americas region,Global Delivery, NWE regions) 
 Activities to gain a deeper understanding of specific ethnic groups (Global Delivery, Americas region) 
 Internship and mentoring programs for university students of specific ethnic groups in cooperation with universities and 
other organizations (Oceania region) 
 English-language movie events (Global Delivery) 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-1-2-9 
 Cooking sessions for various national cuisines (Global Delivery) 
 
Creating a More LGBT-Friendly Workplace 
 
 Global Fujitsu Virtual Pride Week 2020 June (Fujitsu Group) 
 Employee network groups for LGBT+ employees (in each region) 
 LGBT+ History Month (NWE regions) 
 Participation in "Business For Marriage Equality," a corporate campaign that calls for marriage equality in Japan (from 
November 2020) 
 
Age-Related Initiatives 
 
 Age-themed networking sessions for employees and their families (Oceania region) 
 
Efforts Toward the Support of a Healthy Work-Life Balance (Fujitsu) 
 
 Diversity Promotion Seminar for child-rearing employees: 2 times / 110 participants 
Health advice from public health nurses, speeches by female executives with child-rearing experience, lectures by 
external speakers, group discussions  
 Diversity Management Seminar for supervisors of employees with children: 2 times / 203 participants 
Lectures about the characteristics of child-rearing female employees, lectures on management by external speakers, 
group discussions 
 Seminars for balancing work with long-term care: 3 times / 1837 participants 
 
Table. 1 Number of Employees Utilizing Pregnancy and/or Childcare Policies, and Reinstatement/Retention Rates of Employees on 
Parental Leave (Number of Employees Utilizing Policies) (FY2020: Fujitsu) (Unit: # of employees)  
 
# of Users 
Men 
Women 
Child Care Break 
617★ 
157 
460 
Family Care Break 
11★ 
8 
3 
Reduced Working Hours 
(Child Care) 
803★ 
21 
782 
Reduced Working Hours 
(Family Care) 
11★ 
4 
7 
Paternity Break 
482★ 
482 
- 
★Indicator assured by third party 
 
Table. 2 Reinstatement/Retention Rates After Parental/Long-Term Care Leave (FY2020: Fujitsu) 
 
Reinstatement Rate 
Retention Rate 
Parental Leave 
97.4% 
98.1% 
Family Care Leave 
100% 
100% 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2 
 
 
 
 
 
 
 
 
 
Global Responsible Business 
 
 
-  Wellbeing  - 
 
 
The Fujitsu Group aims to enrich and continuously improve our positive health culture where our employees can work to their full 
potential, both in mind and body. We value the importance of our people, and will strive to enable them to succeed in their own 
personal development and growth.

Fujitsu Group Sustainability Data Book 2021 
 
5-2-1-1 
Performance Evaluation and Compensation / 
Work Environment 
Goals
 WHAT FUJITSU ASPIRES TO BE  
The Fujitsu Group aims to enrich and continuously improve our positive health culture where our employees can work to their 
full potential, both in mind and body. 
We value the importance of our people, and will strive to enable them to succeed in their own personal development and 
growth. 
 GOALS FOR FY2022  
Providing a positive work environment for our people 
KPI: Fujitsu Group aims to achieve at least 71%, in favorable answers to “Work Life Balance” and “Care” question of 
Engagement Survey by FY2022 
 
Performance Evaluation and Compensation 
 
Our Approach 
 
Incorporated in Fujitsu's Corporate Values is the importance of a positive attitude that embraces the challenges expressed in such 
maxims as "Set ambitious goals and hasten to achieve them" and "Grow through curiosity and learn from your mistakes and 
experiences." As the Statement of Purpose makes clear, Fujitsu "values fairness and equality, and promotes diversity and 
inclusion" while providing "flexible environments that allow people to reach their full potential" and helping employees to 
"continue developing their skills and capabilities to meet the needs of society." 
Specifically, Fujitsu aspires to three key goals for its employees: 
 
1. To provide all employees with work that is engaging and challenging 
2. To enable all employees to continually learn and develop 
3. To enable collaboration among diverse and talented personnel that extends beyond national and organizational 
boundaries 
 
To achieve these goals, Fujitsu is building an environment aimed at improving employee engagement, reforming the 
organizational climate throughout the Fujitsu Group, and creating a global and group-wide personnel structure. 
Given this focus, Fujitsu's approach to performance evaluation and compensation is to support employee growth and create 
workplaces in which employees can reach their full potential. Equally, it encourages employees to see Fujitsu as a place where 
they can achieve personal growth as well as be rewarded for the results of their work. Fujitsu follows this approach when 
evaluating and compensating staff. 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-1-2 
 
 
Our Policy 
 
Fujitsu emphasizes “qualitative” fairness in its human resources system, with decisions on employee compensation based on the 
“level of contribution to the Company” and the “level of results achieved”. For this reason, we disclose information related to 
human resources. 
 
1. 
Show employees how they can be rewarded with higher compensation 
⇒ Openly disclose rules of the human resources system 
2. 
Show how the company evaluates staff 
⇒ Provide individual evaluation feedback and compensate according to contribution 
3. 
Show opportunities for challenge 
⇒ Human resource development, internal postings, Free Agent program 
 
Detailed Activities 
 
[ Employees ] 
In Japan, Fujitsu and the group companies have introduced a 
"human resources system based on functional division and 
competency grade”. Under this system, which forms the basis 
for human resources compensation, we define "functional 
division" as the function the employee should be fulfilling and 
"competency grade" as the ability to achieve a specific 
performance that can be linked to a business outcome. 
Under this human resources system, we clarify the competency 
grade requirements of employees in a job description for each 
functional division. Through periodical reviews of the 
competencies that each person demonstrates, we aim to support the growth of all employees over the medium and long terms. 
We conduct evaluations of "initiatives aimed at medium-to-long-term growth" and "maximizing results in the current financial 
period”. To reflect these in compensation, we use a two-pronged evaluation mechanism based on competency evaluations and 
performance evaluations. The results of the competency evaluations are reflected in salary increases and grade changes, and the 
results of performance evaluations are reflected in bonuses.  
We conduct activity-based evaluations of the degree to which employees demonstrate "an appropriate mindset", "business 
execution ability" and "specialist expertise", and then take into account the relative gap to upper-level grades before determining 
the overall evaluation. By separating medium-to-long-term factors from the process, we are able to conduct more clear-cut 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-1-3 
evaluations based on the scale of half-year results. 
In addition, we continue to support efforts aimed at the medium-to-long-term growth of each employee. With a focus on career 
goals, we also encourage interactive communication between employees and their managers that covers the areas of behavioral 
change and medium-to-long-term growth. Review meetings are conducted annually at the beginning of each year. 
 
[ Executives ] 
In April 2020, we introduced a job-based human resources 
system for executives. This new system uses a globally unified 
standard to rate the magnitude and importance of the job, not 
the person, and the compensation reflects this rating. The goal 
is to encourage executives to take on the challenge of more 
significant jobs and to more promptly reward those who 
achieve results. 
In addition to having a quantitative perspective, such as sales 
numbers, the magnitude and importance of these jobs are also 
rated according to a set of measures that includes reporting 
line, difficulty, impact, level of specialization and diversity. This 
set is referred to as the "FUJITSU Level". Compensation is 
standardized using a payment scheme based on the FUJITSU 
Level.  
The scheme for bonuses is different to the FUJITSU Level scheme, with bonuses for FUJITSU Level 15 positions and below being 
paid based on organizational and personal evaluations. For VP positions and above, an STI/LTI scheme is being introduced that is 
more closely tied to results. This scheme will also apply to executives in Japan and other countries. 
 
Responsibility 
 
The Global Human Resources Unit operates this system, under the direction of the executive responsible for human resources. 
 
Work Environment 
 
Promoting New Ways of Working with ’Work Life Shift’ Under the New Normal 
 
 Fujitsu is promoting Work Life Shift in these uncertain times to generate higher employee productivity than ever before, 
while ensuring that creativity and innovation continue to grow. 
 Work Life Shift is a concept that achieves employee wellbeing by focusing not only on ‘work’, but by completely shifting the 
‘job’ and the ‘lifestyle’. 
 We are implementing various initiatives, both in terms of personnel systems and workplace environment changes, that will 
allow us to create and deliver value for our customers regardless of location or time and that will enable the ongoing 
transformation of Fujitsu itself. 
 
An Overview of Work Life Shift 
 
The Work Life Shift offering comprises three key categories: Smart Working, Borderless Office, and Culture Change. 
 
Smart Working 
Approximately 80,000 employees of Fujitsu Group companies in Japan work principally on a teleworking basis (excluding those in 
manufacturing facilities and those assigned to customer sites). Our employees enjoy an optimal workstyle that allows them to 
choose flexible working hours and a work location that suit the characteristics and objectives of their work tasks as well as their 
lifestyle. 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-1-4 
Borderless Office 
Freed from the constraints of working in a traditional fixed workplace, employees can select a location that ideally matches the 
required task – be it their home, a hub office, a satellite office, or other appropriate workspace. 
Culture Change 
People management founded on high levels of employee autonomy and trust will generate maximized team performance and 
enhanced productivity. 
 
Fujitsu Telework System 
 
In April 2017, Fujitsu formally introduced a telework system that allows for flexible ways of working that are not tied to a specific 
location. This system is available to all 35,000 Fujitsu parent company employees in Japan and includes working from home or a 
satellite office as well as working during business trips. 
The telework system facilitates business continuity in emergency situations such as the COVID-19 pandemic, allowing for work 
innovations such as holding online meetings and digitalizing written materials. It also provides an environment that makes it 
easier for employees with other commitments – such as raising children or caring for relatives – to continue working, thereby 
helping Fujitsu to support and retain valued personnel. 
 
Goals of the System 
 To boost individual productivity and maximize the benefits of teamwork 
 To build an environment that supports continued participation by a diverse range of staff 
 To ensure business continuity and rapid responses to disasters 
 
Initiatives Aimed at Reducing Long Working Hours 
 
The Fujitsu Group aims to improve the work-life balance and the productivity of every employee through a variety of initiatives 
aimed at reducing long working hours. By promoting our Work Life Shift concept, we have made remote working fundamental to 
our operations. We are also enhancing our systems that support diverse ways of working as we proactively utilize flexible working 
arrangements, such as flex time and exempt labor systems（*1）. 
 
*1 
Exempt labor system: A system in which the employee mostly determines the number of hours for the work to be performed. 
 
Examples of specific initiatives aimed at reducing long working hours: 
 Adopting flex time and exempt labor systems for professional and management-related work 
 Sending alert e-mails regarding overtime work 
 Specifying recommended days for taking annual leave 
 Emphasizing the concept of working hours management during management training 
 Adjusting work patterns and leisure patterns according to fluctuations in workload 
 
Employee Benefits Program 
 
The Fujitsu Group has programs in place that are suited to the lifestyles of employees and that enable them and their families to 
lead healthy, prosperous lives. As part of the trend toward more diverse and flexible ways of working, and to meet employee 
demands for a benefits system, in October 2014 Fujitsu introduced the “F Life+” cafeteria plan(*2) as a new program. 
Furthermore, in line with the belief that active work, challenges, and personal growth for every employee lead to growth and 
development for the company, we have established various initiatives to support employees as they prepare for the future. These 
include savings/property accumulation programs, an employee shareholding association, group insurance benefits, housing 
support, medical support, health support, and support toward childcare and nursing/caring. 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-1-5 
*2 
Cafeteria plan: 
A system under which employees select the employee benefits they want or need from a diverse menu prepared by the company, taking 
advantage of the chosen options by using "employee benefits points" awarded by the company. 
 
Measures to Enhance Communication 
 
Labor Relations 
 
Based on labor-management agreements with the Fujitsu Labor Union, Fujitsu holds discussions about various employment 
conditions and explains management policies and business conditions, along with business reorganization and other matters, to 
its employees through regular and ad hoc meetings such as the Labor Council or Productivity Council. These agreements also 
stipulate the collective bargaining rights of the union. Fujitsu adopts a union shop system, so all non-managerial employees are 
members of the Fujitsu Labor Union. 
In Europe, the Fujitsu European Labor Relations Council Annual General Meeting has taken place every year since 2000, with the 
overall financial conditions of the Fujitsu Group and other issues shared with the employee representatives from Fujitsu Group 
companies. 
Fujitsu has established a consultation service as a contact point for email and phone queries to the Human Resources and 
Administration Units. This is part of a structure that is designed to make it easy for employees to seek guidance on human 
resource and administrative programs. 
 
Employee Engagement Survey 
 
We believe it is important for employees to be highly motivated to take on challenges, in order to continue operating as a 
company that "makes the world more sustainable by building trust in society through innovation" , as defined in the Fujitsu 
Group’s Corporate Values and Principles. Therefore, we regularly conduct employee engagement surveys to provide an 
opportunity to seriously consider ways to maintain and enhance that motivation. 
We have been gradually introducing this survey in Japan since FY2002, and outside Japan we began conducting an Employee 
Engagement Survey across all overseas Group companies in FY2011. We use this survey to compare regions within the Fujitsu 
Group and also to benchmark ourselves against our competitors in each country and region. Based on analysis of the results, we 
have identified issues specific to countries and regions, and to divisions and occupations, and we are now working toward 
management improvements and reform of our organizational culture. 
 
FY2020 Performance 
 
Initiatives Aimed at Reducing Long Working Hours 
 
The discretionary working system applies to 18% of employees, and the flex time system applies to 77% of employees (in Fujitsu 
and Fujitsu Laboratories in Japan). 
 
Telework Rate 
 
The proportion of employees participating in teleworking is approximately 80%. 
 
Unionization Rate 
 
The Fujitsu Labor Union membership rate is 74.3% (Fujitsu). 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-1-6 
Employee Engagement Survey 
 
 Number of employees surveyed: Total 123,000 employees; 
approximately 82,000 employees at 104 Group companies 
in Japan and 41,000 overseas employees 
 Survey response rate: 80% globally (82% in Japan; 77% 
overseas) 
 Positive response rate: 66% (Fujitsu Limited) 
 
* The positive response rate is calculated as the average of the five-
level responses, converted to factors of 0, 25, 50, 75 & 100. 
 
 
 
Trend in Turnover Rate 
 
 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-2-1 
Health and Productivity Management 
Goals
 WHAT FUJITSU ASPIRES TO BE  
The Fujitsu Group aims to enrich and continuously improve our positive health culture where our employees can work to their 
full potential, both in mind and body. We will strive to enable their own personal development, and offer opportunities for 
them to demonstrate those abilities to the fullest extent. 
 GOALS FOR FY2022  
Providing a positive work environment for our people 
KPI: Fujitsu Group aims to achieve at least 71%, in favorable answers to “Work Life Balance” and “Care” question of 
Engagement Survey by FY2022 
 
Our Health Management Policy 
 
With regard to being a Global Responsible Business (GRB) that is oriented towards achieving our purpose, we have positioned 
our health management efforts ("well-being," which is enabling our employees to succeed in their personal development and 
offering opportunities for them to demonstrate those abilities to the fullest extent, as well as "health and safety," which is 
offering a safe workplace environment that is conducive to good health) as initiatives to be promoted across the entire company. 
In the Fujitsu Group Health Statement, in addition to clearly positioning employee health as a management cornerstone, we are 
promoting the maintenance and improvement of health for our employees and their families in a more strategic manner, based 
on our past internal practices. 
 
 Fujitsu Group Health Statement and Key Measures 
https://www.fujitsu.com/global/imagesgig5/fujitsu-group-health-statement_en.pdf 
 
Domestic Structure for Promoting Health Management and  
Conducting Reviews 
 
The structure at Fujitsu and its domestic group companies for promoting health management is led by the Chief Health Officer 
(CHO), in coordination with the Human Resources Unit, the Health Promotion Unit, and the Fujitsu Health Insurance Society. 
Together, the team works to enforce, enhance and expand health promotion measures at offices and group companies. The team 
regularly holds meetings with related divisions within the group, including those related to health care, and implements 
company-wide data-based initiatives that follow the PDCA cycle 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-2-2 
 
 
Targets and Results 
 
Fujitsu and its domestic Group companies set numerical targets for priority measures (which are synchronized with data health 
planning by the Fujitsu Health Insurance Society) and engage in various initiatives to achieve those targets. 
Priority  
Measures 
Evaluation Index 
FY2016 
Achieve-
ments 
FY2017 
Achieve-
ments  
FY2018 
Achieve-
ments 
FY2019 
Achieve-
ments 
FY2020 
Achieve-
ments 
FY2020
Goals 
FY2022
Goals 
Counter-
measures for 
lifestyle-related 
diseases 
Percentage of high-
risk individuals (*1)
- 
1.3% 
1.1% 
1.3% 
1.3% 
0.9% 
0.6% 
Percentage of those 
classified as 
overweight 
15.3% 
15.5% 
16.3% 
17.5% 
19.4% 
13.2% 
12.9% 
Cancer counter-
measures 
Percentage of 
gynecological 
consultations 
55.6% 
55.4% 
56.2% 
59.4% 
56.8% 
57.5% 
60.0% 
Mental health 
counter-
measures 
Percentage of those 
taking a leave of 
absence for mental 
health reasons (*2)
0.76% 
0.70% 
0.74% 
0.71% 
0.64% 
0.66% 
0.60% 
Smoking 
counter-
measures 
Percentage of 
smokers 
22.6% 
22.0% 
21.1% 
20.6% 
18.5% 
22.0% 
20.0% 
Improvement of 
health 
awareness 
Percentage of 
participation in 
walking events 
― 
― 
15.2% 
25.1% 
22.8% 
30.0% 
36.0% 
 
The target group is employees at domestic group companies. The percentage of those taking a leave of absence for mental 
health reasons is limited to full-time Fujitsu Ltd. employees. 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-2-3 
*1 
The percentage of people who are judged to be high-risk individuals for high blood pressure, diabetes and chronic kidney disease, based 
on health checkup data 
*2 
The percentage of employees absent or on leave for one month or longer, due to mental health conditions during the fiscal year, 
calculated by dividing by the number of applicable employees by the number of employees enrolled at the end of the fiscal year 
 
Major Initiatives 
 
Countermeasures for Lifestyle-Related Diseases 
 
Fujitsu and its domestic Group companies provide support for 
independent health management by carrying out health checkup in 
accordance with legally mandated health examination items, with 
additional items by age group, as well as offering checkup results via 
online systems and providing information such as health risks and 
changes over time. In addition, with regard to employees who have 
abnormal findings after receiving checkups, we aim to improve their 
lifestyle habits, and provide thorough medical checkups and 
consultations, through health guidance and medical examination 
recommendations supplied by occupational physicians and occupational health staff. For employees who have been diagnosed 
as needing treatment due to their test results, the Fujitsu Health Insurance Society monitors their medical prescriptions for three 
months to prevent their post-diagnosis condition from worsening, and recommends checkups for employees who have not 
undergone treatment, which leads to appropriate medical care. In addition, family members of employees (spouses of those 
enrolled in the Fujitsu Health Insurance Society, and family members 40 years of age and older) are able to undergo the same 
health checkups as employees (including cancer screenings). 
 
 Project to Prevent Diseases from Becoming Severe 
https://www.fujitsu.com/global/imagesgig5/Project_to_Prevent_Diseases_from_Becoming_Severe%28en%29.pdf 
 
Cancer Countermeasures 
 
Fujitsu’s basic policy for taking steps against cancer is engaging in prevention through improvement of lifestyle habits, as well as 
early detection through health checkups and treatment. We promote regular additional screenings for stomach cancer, colorectal 
cancer, and prostate cancer when employees undergo legally prescribed health checkups, based on age group. The Fujitsu Health 
Insurance Society conducts gynecological examinations (cervical cancer and breast cancer) for all female employees. In addition, 
in an effort to reduce the risk of stomach cancer, the Fujitsu Health Insurance Society runs tests for Helicobacter pylori for 35-
year-olds and conducts in-depth examinations on those who test positive. 
In FY2019, we held “Cancer Prevention and Support for Balancing Work and Treatment” e-learning seminars for all group 
employees in order to equip them with accurate knowledge about cancer, and to lead to prevention through improvement of 
lifestyle habits, as well as early detection and treatment through health checkups. In FY2020, in cooperation with the Fujitsu 
Health Insurance Society, we also provided cancer education for families. The educational materials, which were provided to the 
Cancer Countermeasure Corporate Action Project (*3) conducted by the Ministry of Health, Labour and Welfare, are now being 
provided to partner companies and organizations by the project. 
 
*3 
A national project (commissioned by the Ministry of Health, Labour and Welfare) which aims to raise the cancer screening uptake rate to 
50% or more, and build a society where people can continue to work even if they have cancer. 
 
 
A system that allows employees to view health checkup results 
on their PC or smartphone 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-2-4 
Mental Health Countermeasures 
 
At Fujitsu and its domestic group companies, through health 
consultations, employment support and recurrence prevention for 
those with mental health issues, and mental health education 
provided by occupational health staff at each office, we support 
employees and workplaces, which leads to improved mental health. 
Furthermore, we have full-time psychiatrists and licensed 
psychologists on staff to offer counseling and other professional 
support within the company. In workplaces, we deployed support staff 
for managers, known as Work Environment Improvement Support 
Staff. Through awareness of employees’ working situations and 
regular communication, we can detect the unwell at an early stage, 
leading to pre-emptive responses in coordination with the Health Promotion Unit. 
For stress checks, in addition to supporting employee self-care through checkups, we provide feedback to management and 
senior staff members by integrating organizational analysis results with engagement surveys and other internal studies, then 
synchronizing these efforts with Work Life Shift initiatives, which leads to better working environments. In addition, for 
workplaces with high levels of health risk and workplaces with many employees who have been evaluated as highly stressed, we 
offer stress management education and workshops for creating healthy workplaces to provide support for reducing employee 
stress factors and energizing the places where they work. 
 
Smoking Prevention Measures 
 
Starting from October 2020, Fujitsu and its domestic group companies have completely banned smoking at all offices to protect 
employees from the harmful effects of secondhand smoke, and in an attempt to reduce the health risks of smokers. 
In order to support efforts to quit smoking, we also hold seminars so that employees will accurately understand the health effects 
of smoking, and provide support and subsidies for treatment to quit smoking. In addition, The “Let’s Stop Smoking Together” 
Challenge, an event held once a year by all domestic group companies where smokers and non-smokers form teams to tackle 
quitting smoking, has improved awareness of quitting smoking and an attitude of fostering measures against smoking, group-
wide and in all workplaces. 
 
Improvement of Health Awareness 
 
Fujitsu and its domestic Group companies work to improve employees’ health awareness through the implementation of post-
health checkup measures, e-learning, education by level, various seminars for health education, and a variety of events relating 
to exercise, diet and smoking, among other initiatives. 
* Refer to FY2020 Performance: Health Education Accomplishments for more information 
 
Health Education 
 Company-wide e-learning: Once a year, through e-learning seminars for all domestic group employees that bring up major 
health topics, we strive to help them acquire knowledge and improve their health awareness. 
 Education for employees who are advancing in their careers: For regular employees, we provide them with self-care-related 
education through e-learning when they enter the company and when they advance in level. For managers, we provide 
them with education for taking care of employee mental health when they are promoted to manager, and as part of the 
management education they receive every three years. 
 Company-wide seminars: We conduct seminars relating to exercise, rest, diet, quitting smoking, and women’s health, 
among others. In addition to physical attendance at the venue, we conduct video broadcasts so that all employees at 
domestic group companies can watch the seminars. 
 Office seminars: We hold seminars on themes such as mental health and physical fitness, in accordance with the issues of 
each office. 
A stress diagnostic tool and individual results 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-2-5 
Events 
 A company-wide walking event, “Let’s Walk Together” 
This event, held twice a year in spring and fall, has employees use smartphone apps and other tools in team/individual 
competitions based on their average steps over the course of one month. Incentives were awarded to teams and individuals, 
such as the employees with the highest average step count, teams who walked over 6,000 steps a day on average, and 
those teams and individuals who successfully walked over 8,000 steps every day. 
The same initiative, implemented as a Global Challenge, takes place around the world as well. Over 2,000 employees 
participate every year, centered around those in EMEIA (Europe, Middle East, India and Africa). 
 A quitting smoking promotion event, “Let’s Stop Smoking Together” 
Two to five non-smokers form a team with one smoker, who attempts to quit smoking over three months with the support of 
the team. Teams that successfully get their smoking member to quit are awarded incentives. 
 A nutrition education event, “Let’s Learn About Food Together” 
We have declared the 19th of every month to be Food Education Day. In addition to introducing healthy recipes using 
seasonal ingredients and information about health effects via email newsletters, we prepare special menu items using 
those ingredients at the employee cafeterias all over Japan, and work to improve employee awareness of what they eat. 
 
Health Initiatives for Female Employees 
 
Fujitsu and its domestic Group companies are disseminating information through initiatives such as establishing an intranet 
portal site for female health, providing a consultation service dealing with health issues that are specific to women, as well as 
information about health based on the employee's stage in life, and holding various seminars. 
By making this information available to all employees and not just those who are female, we are encouraging all employees to 
have accurate knowledge about female-specific health issues and have an interest in them, promoting the creation of better 
working environments for women, and supporting the empowerment of female employees. 
In FY2020, Fujitsu’s e-learning initiatives for Cancer Prevention and Support for Balancing Work and Treatment, which were 
targeted at all employees of domestic group companies, were selected for the Merit Award at the Women’s Body Forum Awards 
2020 by Think Pearl, an association which promotes female health education and preventative medicine. 
 
 Gynecological examinations (cervical cancer and breast cancer examinations) 
 The Fujitsu Health Insurance Society conducts examinations for all female employees. Employees may choose to 
have their examination at the same time as the mandatory company health examination, or at their family doctor's 
office. 
 Regularly held seminars 
 We hold various seminars in accordance with Pink Ribbon Day in October and Women's Health Week in March. We 
regularly hold seminars on a variety of topics, such as pregnancy and childbirth, cancer, lifestyle-related diseases, 
and menopause. 
 As a measure for diversity promotion and female career support, we conduct education on what to pay attention to 
from a health perspective, as part of seminars that are conducted for employees who have returned from childcare 
leave and department heads with employees who have childcare-related circumstances. 
 FY 2020 Pink Ribbon Day Event: "What You Should Know About Cancer (Cancer That Affects Women)" online 
seminar 
 FY 2020 Women's Health Week: "What People in Their 20s Should Know About Cancer That Affects Women and 
Menopause" online seminar, Lunchtime Pilates sessions conducted online 
 Dissemination of information via intranet portal site for female health 
 We make regular updates on the portal site, ranging from information on various events to health guides by 
occupational health staff about women's health according to their stages in life. Videos of seminars held in the past 
are also available. 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-2-6 
Fujitsu Headache Project 
 
Since FY 2020, Fujitsu and its domestic group companies have been implementing the world's first corporate program for helping 
with headaches, in conjunction with the International Headache Society and the Japanese Headache Society. The results of a 
2018 survey, conducted by Fujitsu, WHO, the International Headache Society and the Japanese Headache Society, showed that 
the prevalence of headaches is very high, and headaches have a significant impact on daily life and work productivity. Taking this 
into account, with e-learning seminars on correctly understanding and dealing with headaches as the starting point, we are 
helping employees with their headaches through various programs, such as video seminars, consultations about headaches with 
experts, and exercises to deal with headaches. In addition to attempting to improve QOL and boost work productivity, we are 
promoting understanding of headaches among employees, and creating a workplace where people suffering from headaches can 
work with peace of mind. 
 
Support for Balancing Work with Medical Treatment 
 
The fundamental idea at Fujitsu and its domestic Group companies is that employees should undergo proper treatment, then 
return to work after recovery. We have established various leave systems and income support mechanisms so that employees can 
have peace of mind and devote themselves to medical treatment. We provide support from medical staff while an employee is on 
leave, so that they can make a smooth return to work. When they return, we conduct joint discussions with the occupational 
physician (occupational health staff), HR, the employee’s department head, and the employee themselves, and review their 
post-return work duties and employment considerations. 
In order to provide support for employee treatment while they are on leave and for their return to work, we offer a guidebook 
aimed at the employee and their supporting department head and family members. The guidebook, entitled “How to Spend Your 
Days While Undergoing Treatment,” is a compilation of information to be aware of, including treatment objectives, how desired 
treatment should be, how to think about returning to work after recovering, and procedures for returning to the workplace. 
 
Infectious Disease Countermeasures 
 
Fujitsu and its domestic Group companies actively engage in countermeasures to keep employees safe from various infectious 
diseases by establishing health consultation services and dispensing information, among other initiatives. As preventative 
measures against infectious diseases, we give seasonal influenza vaccinations at companies, in addition to giving vaccinations to 
employees stationed overseas which are recommended in each place they will be staying (at company expense). With regard to 
the issue of rubella, which has been growing in recent years, we are cooperating with local governments to conduct education 
and public awareness campaigns at offices. 
 
Response to the Novel Coronavirus 
 
In response to the spread of the novel coronavirus, we have established a dedicated telephone hotline and email consultation 
service to respond to employees and their family members who have health concerns. We provide instructions to put them at 
ease, and so they can take appropriate action and seek medical care. In addition, the Fujitsu Clinic (Kawasaki City, Kanagawa 
Prefecture) is dealing with people who are worried about infection, in conjunction with health care centers and regional 
specialist medical institutions. 
We also offer information about matters such as the novel coronavirus and how to work comfortably from home (with regard to 
exercise, diet, smoking, mental health, and work environment), which are important for the physical and mental health of 
employees and their families, on our internal company website. 
With regard to work style, we are thoroughly engaged in remote work to prevent the spread of the novel coronavirus, and we 
have changed face-to-face meetings to Skype meetings or conference calls. To exercise consideration for employees who have 
had issues from a physical and mental health perspective due to the increase in remote work, and to respond to the needs of 
employees who are having difficulty working due to the closure of places like schools, day care centers and kindergartens, and 
nursing care facilities, we have newly established the following special leave as a temporary measure. 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-2-7 
1. Special leave*: All employees receive 10 days of special leave (100% fully paid), which is separate from their annual and 
accumulated leave 
2. Family support leave*: Employees who are having difficulty working due to their need to support children who are 
elementary school age or younger, or family members who require long-term care, will receive family support leave (at 80% 
of their wages) in addition to special leave 
* In the case of Fujitsu Limited 
 
Assessments from Outside the Company 
 
Named as a 2021 Health and Productivity Stock Selection, and Certified as One 
of the 2021 White 500 Health and Productivity Enterprises 
 
As a company which considers the health management of employees from a management 
perspective and tackles strategic initiatives to deal with it, Fujitsu was selected as a 2021 
Health and Productivity Stock Selection by the Ministry of Economy, Trade and Industry and 
the Tokyo Stock Exchange for the first time, and certified as one of the top 500 enterprises 
(the White 500) by the Ministry of Economy, Trade and Industry and the Nippon Kenko Kaigi, 
marking its fifth consecutive certification. Up until now, we have continuously worked on 
measures for maintaining and improving the health of our employees and their families, such 
as establishing robust systems with medical professionals at our offices nationwide, providing 
health guidance for lifestyle-related diseases, and setting up mental health and smoking 
prevention programs, and these awards are recognition of our results. 
In addition, in order to promote health management across the entire group, Representative Director Takahiro Tokita serves as 
Chief Health Officer (CHO) and disseminates messages to all employees in Japan and overseas. We are also working to have 
senior management directly discuss the importance of health management and its impact on the company's sustainable growth 
and business performance by using data-driven health information, together with occupational health staff, so that 
management personnel will gain a more realistic understanding of health issues. 
Among domestic Fujitsu Group companies, one domestic group company was certified in the White 500 (top 500 enterprises), 14 
companies were certified in the large-scale enterprise, and four companies were certified in the small to medium-scale enterprise 
category. 
 
*Company names are as of the time of certification (as of March 4, 2021). 
 Large-scale enterprise (White 500): Fujitsu Communication Services 
 Large-scale enterprise category: Fujitsu Advanced Engineering, Fujitsu FSAS, Fujitsu 
Kyushu Systems, Fujitsu Connected Technologies, Fujitsu Japan, Shimane Fujitsu, Shinko 
Electric Industries, Fujitsu Software Technologies, Fujitsu Social Science Laboratory, 
Fujitsu Network Solutions, PFU, Fujitsu Frontech, Fujitsu Learning Media, Fujitsu YFC 
 Small to medium-scale enterprise category: Fujitsu Isotec, Fujitsu FSAS Kansai Customer 
Service, Fujitsu Banking Solutions, Best Life Promotion 
 
Received Outstanding Corporation Award for Promoting Cancer  
Countermeasures in March 2021 
 
Fujitsu received an "outstanding corporation award in 2020" from the Cancer Countermeasures Corporate Action Project, which is 
conducted by the Ministry of Health, Labour and Welfare. 
[ Previous Awards ] 
 March 2020: Received Cancer Countermeasures Partner Award (Information Provision Category), awarded to companies that 
promote cancer countermeasures 
 October 2021: Nominated for the Grand Prize at the Women's Body Forum Awards 2020 and received Merit Award 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-2-8 
 
Social Contribution Initiatives 
 
Fujitsu contributes to better physical fitness and increased productivity for all of society, by offering and presenting things such as 
health management and practical cases of health and productivity management in various forms, as well as research results, to 
places outside the company. In addition, we accept occupational physicians, medical students, nursing students and others for 
training within the company, and contribute to the human resources development of occupational health staff. 
Refer to FY2020 Performance: Social Contribution Initiatives for more information. 
 
FY2020 Performance 
 
Percentage of Employees with Health Concerns 
 
Target: Full-time employees of Fujitsu Ltd. at the end of the fiscal year Percentage of regular exercisers: Those who said they 
exercise regularly when they underwent health checkups  
 
 Body fat: Neutral fats of 150mg/dl or higher and HDL 
cholesterol below 40 mg/dl 
 Obesity: BMI of 25 or higher 
 Blood pressure: Systolic blood pressure of 130mmHg or 
higher and diastolic blood pressure of 85mmHg or higher 
 Percentage of smokers: Those who said that they smoke 
when they underwent health checkups 
 Blood sugar level: People with a blood sugar level over 
110mg/dl or an Hba1c level over 6.0% who are receiving 
treatment for that particular item 
 Rate of metabolic syndrome: Based on the definition by the 
Japanese Society of Internal Medicine and diagnostic criteria 
 
Percentage of Employees Who Took a Long-Term Leave of Absence or Medical 
Leave 
 
Target: Full-time employees of Fujitsu Ltd. at the end of the 
fiscal year 
 
Percentage of people who had taken a leave of absence or 
taken medical leave for a continuous period in excess of one 
month by the end of the fiscal year 
 
 
 
 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-2-9 
Health Education Accomplishments (Fujitsu) 
 
 Company-wide e-learning: 
Theme: Accurate Information About Headaches and How to Deal with Them 
 Basic knowledge about headaches, their impact on daily life and work, and how to deal with them (such as 
prevention, treatment, amelioration). For all employees/Number of participants: 29,566 
 Support for people with headaches. For managers/Number of participants: 6,565 
 Education by level: 
 Health education when joining Fujitsu (e-learning), 814 employees who took the e-learning seminar (Number of 
employees joining the company in FY2020) 
 Elective education: 
 Self-care training (e-learning) after undergoing a stress check, 3,000 employees who took the e-learning seminar 
 Company-wide seminars: 
 October 2020: “What You Should Know about Cancer: Behavioral Studies for Reducing Risk (Cancer That Affects 
Women)” Associate Professor Keiichi Nakagawa (Tokyo University), streamed online to 633 employees 
 October 2020: “COVID-19 Up to This Point, The Current Situation and Countermeasures, As Well as Preventing 
Influenza” Professor Kazutoshi Nakashima (Daito Bunka University), streamed online to 671 employees 
 March 2021: "What People in Their 20s Should Know About Cancer That Affects Women and Menopause" Dr. Mihyon 
Song (Marunouchi no Mori Ladies Clinic), streamed online to 574 employees 
 
Events 
 
 A company-wide walking event, “Let’s Walk Together” 
Spring 2019: 3,456 teams and 19,463 participants, with a participation rate of 19.3% 
Fall 2019: 4,094 teams and 25,018 participants, with a participation rate of 25.1% 
Fall 2020: 3,866 teams and 22,463 participants, with a participation rate of 22.8% 
 A quitting smoking promotion event, “Let’s Stop Smoking Together” 
2018 participants: 430 teams (430 smokers, 1,060 supporters) and 300 successful quitters (69.8%) 
2019 participants: 249 teams (249 smokers, 599 supporters) and 201 successful quitters(80.7%) 
2020 participants: 193 teams (193 smokers, 441 supporters) and 141 successful quitters (73.1%) 
 
Social Contribution Initiatives 
 
 Providing e-learning materials on cancer to external parties 
The materials used in the Cancer Prevention and Support for Balancing Work and Treatment e-learning seminar, which 
Fujitsu and its domestic Group companies conducted for employees in FY2019, were made public via the Cancer 
Countermeasure Corporate Action Project (a Ministry of Health, Labour and Welfare project), and the same group currently 
provides this service to partner companies and organizations. 
 Collaborative Development with IHS-GPAC on a Program to Remedy Migraines 
Fujitsu is engaged in collaborative research with IHS-GPAC (International Headache Society – Global Patient Advocacy 
Coalition) to improve employees’ quality of life and improve company productivity by (1) increasing disease awareness 
about migraines among employees, and (2) working to develop an in-house program to remedy migraines, the first of its 
kind in the world, which includes understanding the realities of disruption and loss due to workplace migraines and the 
promotion of projects to counteract them. There are plans for the program developed and tested by Fujitsu to be made 
publicly available through the International Headache Society and other organizations. 
 Articles, Conference Presentations, External Presentations, Magazine Publications 
 Conference Presentations 
 93rd Annual Meeting of Japan Society for Occupational Health (three oral presentation, one poster presentations) 
 30th Annual Meeting of Japan Society for Occupational Health, National Council (one poster presentations) 
 9th International Conference of Global Network of Public Health Nursing (one oral presentation (workshop)) 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-2-10 
 Magazine Publications 
 Q&A on Human Resources and Labor Practices, May 2020 Issue: Fujitsu Health Promotion Unit “Educating 70,000 
Group Employees About Cancer: Early-Stage Detection and Treatment Through Prevention and Checkups” 
 Industrial Safety and Health, May 2020 Issue: Fujitsu Health Promotion Unit “Cancer Education is One Aspect of 
Supporting Employees’ Work-Life Balance” 
 Occupational Health and Safety PR, July 2020 Issue: Fujitsu Health Promotion Unit “Establishing Workplace 
Development Support Staff to Back Up Busy Managers" 
 Safety Staff, August 2020 Issue: Fujitsu Health Promotion Unit “Educating 70,000 Employees About Cancer via e-
Learning” 
 Beyond Health Special Edition, September 2020 “The Cancer Screening Revolution: Towards Making Healthy, 
Happy 100-Year Lives a Reality” 
 Occupational Mental Health 2021, Vol. 29, No. 2 “Countermeasures and Collaboration with Regard to Overwork 
and Interviewing Highly Stressed Individuals from the Perspective of Occupational Health Nurses” 
 Health Development, Vol. 25, No. 3, March 2021 “Telework and Occupational Health Activities: Current Status and 
Issues - Actual Cases from Companies” 
 Occupational Health and Nursing, Spring 2021 Special Edition “All About Preventing, Responding to and 
Providing Support for Mental Health Issues in the Workplace” 
 Health Management, October 2021 Issue “Relay of Articles from Occupational Health Nurses: Documents and 
Records of Occupational Health Nurses” 
 Participation in Review Committees, etc. 
 Member of the Ministry of Health, Labour and Welfare Review Committee for Revising Guidelines on the 
Maintenance and Promotion of Workers' Health at Business Sites 
 Acceptance of Occupational Physicians, Medical Students and Nursing Students for Training and Internships 
 Kanagawa Prefecture Medical Association, occupational medicine section, training sessions (30 people) 
 Community medical intern training (one hospital, six people) 
 Early medical school trial internships (one school, four people) 
 Medical school field training for occupational physicians (three schools, 118 people) 
 Community nursing practicum and internships through nursing schools, integrated nurse internships (seven 
schools, 67 people) 
 Training lectures at schools of nursing (four schools, 285 people) 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-3-1 
Human Resources Development and Career Design 
Goals
 WHAT FUJITSU ASPIRES TO BE  
The Fujitsu Group aims to enrich and continuously improve our positive health culture where our employees can work to their 
full potential, both in mind and body. 
We value the importance of our people, and will strive to enable them to succeed in their own personal development and 
growth. 
 GOALS FOR FY2022  
Enabling success in personal development and growth 
KPI: Fujitsu Group aims to achieve at least 70% in affirmative answers to Engagement Survey questions about "opportunities 
for personal growth and self-realization" 
 
Policy 
 
Fujitsu significantly revised its policies on human resource development starting in FY 2020, and made a shift in direction. 
Instead of providing employee training that is the same across the board, the company will support the learning and growth of 
each individual employee. We aim to become a company which provides support for diverse personnel with their own passions, 
so they can take on challenges, experience personal growth, and realize their career goals, and we will endeavor to create an 
organizational culture which encourages those efforts. As a company, we are expanding opportunities for employees to learn and 
make career choices, establishing systems and mechanisms which make use of those opportunities, and systematically 
supporting the growth of each employee, including management, in accordance with their individual characteristics. 
 
Structure 
 
Fujitsu plans and develops personnel development measures in an agile manner, based on business needs and employee 
feedback, in order to realize our business strategy. The Engagement & Growth Division, which is in charge of human resources 
development for the entire company, is responsible for company-wide HR development policies. With regard to divisional 
strategies and business needs, the Human Resources Development division in each business unit serves as lead reviewer, 
clarifying the types of human resources and skills which need to be enhanced, and promoting plans for development measures. 
As an initiative to reflect employee feedback, engagement surveys are conducted twice a year globally, and the results of each 
organizational unit are disclosed internally so that each organization can take action for improvement. In addition, we regularly 
conduct pulse surveys and questionnaires to get simple feedback more frequently. We analyze this data, clarify and implement 
key measures, and then revise them based on feedback. 
In addition, we have formed a global human resources development community to plan and develop global actions based on the 
results of the engagement surveys, and by sharing regional actions, we are working to enhance the expertise of departments 
which conduct training and strengthen support for employees. Fujitsu Learning Media Limited, a Group company which offers 
personnel development services, is responsible for conducting training. 
 
Human Resources Development Framework 
 
Fujitsu and its domestic Group companies have abolished the uniform mandatory training that was previously provided for each 
job level. Instead, we offer employees the opportunity to select the training that best suits their characteristics and the job they 
are aiming for, in order to assist each diverse employee with their education and personal growth in accordance with their own 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-3-2 
career aspirations and strengths. However, we do ask employees to take the prescribed courses in the Career Ownership Program, 
which forms the basis for autonomous learning and growth, and in the knowledge and perspectives that are important for a 
Fujitsu person. 
 
 
 
Career Design Support 
 
Fujitsu fosters a culture that systematically supports the autonomous career development of each employee. We are enhancing 
the Career Ownership Program for each generation, as an opportunity for employees to periodically look back and reevaluate the 
career they are pursuing. We have also greatly expanded our internal posting system, and by making open positions available to 
the entire Group, all Fujitsu Group employees are able to apply for and attempt to take on those positions. In this way, employees 
can autonomously think about the career plans they want to achieve and aim for transfers and promotions of their own 
choosing. Through one-on-one dialogue, supervisors provide specific advice and support to their subordinates, based on their 
career aspirations and characteristics. Through these efforts, we aim to increase the mobility and diversity of our human 
resources, and ensure that the right people are in the right places. 
 
Fostering an Organizational Culture of Learning and  
Mutual Improvement 
 
On our learning platform, which is available to employees of Fujitsu and domestic group companies, we offer a wide variety of 
internal and external information and seminars, and provide learning support for each of our diverse employees. We also offer 
online sessions about organizational management and human resources management knowledge to ensure psychological safety 
and increase engagement as an organization, and to systematically build situations where employees can face their work and 
personal growth with a positive attitude. In addition, we provide chances for employees to learn from highly specialized 
employees on a global scale, and the opportunities for employees to learn from one another and mutually improve across 
organizations and countries are expanding. 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-3-3 
Developing Business Leaders 
 
From the perspective of employees’ medium- to long-term growth, 
Fujitsu has a structure for young to middle-class employees with high 
potential that allows them to demonstrate their own leadership and 
aim for further growth. In particular, in order to cultivate leaders 
capable of creating innovation, we carry out practical programs which 
draw future scenarios, involve diverse human resources, and enhance 
their ability to envision new business models and ecosystems. In 
addition, the Global Knowledge Institute (GKI), our flagship institute 
for training the next generation of business leaders, has produced 
more than 400 graduates in Japan and overseas since its 
establishment in 2000, including our current President, Mr. Tokita, 
and continues to produce management leaders who are active on the 
global stage.  
 
Developing Digital Talent 
 
In order to implement reforms for turning Fujitsu into a digital 
transformation (DX) company, we are strengthening our support for 
all employees of Fujitsu and domestic group companies to acquire 
knowledge and skills related to DX and the latest technologies. We 
have developed DX human resources development systems to serve 
as guidelines for all employees, and we offer numerous courses on DX 
literacy, technology, and industry business knowledge for each role in 
order to help employees acquire the DX skills they need most for their 
jobs. We place an emphasis on speedy business impact. Not only do 
we work with the Human Resources Development Unit, we also work with people in the field to identify development skills and 
develop courses so that employees can acquire skills which can be applied and reflected in business operations the same day 
they are acquired. Specifically, we defined the elements (DX literacy) which are necessary for DX personnel as "having a design 
mindset," "having an agile mind," and "being data-driven." We created a program for all employees to acquire these practical 
attitudes, which is being taken by employees from the management level. The executives who have gone through the program 
themselves will deploy the program in their own divisions, and we are moving forward with transforming the entire company 
into one that behaves as a DX company. 
 
Developing Professional Human Resources 
 
Based on globally shared standards, Fujitsu recognizes highly skilled engineers who have made major business contributions 
and are playing active roles as faces of Fujitsu, and awards them the title of "Fujitsu Distinguished Engineer." Through 
collaborations which go beyond the national and organizational frameworks of their fellow engineers, Fujitsu Distinguished 
Engineers engage in mutual improvement and problem-solving for difficult technical challenges, contribute to Fujitsu's business 
strategy and the creation of customer value, and disseminate their outstanding engineering abilities internally and externally. 
By doing this, we are improving Fujitsu's presence, increasing engagement and retention of our engineers, and attracting the 
best technical talent from the market. 
 
 
GKI President Sessions 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-2-3-4 
FY 2020 Performance 
 
Table. 
Average Annual Hours Spent Learning and Annual Cost of Learning Per Employee 
(Fujitsu and its domestic Group companies) 
 
Total Average (FY2019 *1) 
Average Annual Hours Spent Learning 
47.6 hours 
Annual Cost of Learning 
114,800 yen 
 
*1 
Results for FY2020 are scheduled to be compiled in October 2021. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3 
 
 
 
 
 
 
 
 
 
Global Responsible Business 
 
 
-  Environment  - 
 
 
The "FUJITSU Climate and Energy Vision” is, a Medium- to Long-Term Environmental Vision for 2050 which clarifies the role we 
will play in tackling global climate change as well as the future outcomes we hope to realize. Fujitsu will work to achieve zero 
carbon emissions from its own operations by 2050, and contribute to climate change adaptation as well as a de-carbonized 
society through technologies supporting digital transformation.

Fujitsu Group Sustainability Data Book 2021 
 
5-3-1-1 
Environment 
Goals
 WHAT FUJITSU ASPIRES TO BE  
Fujitsu will fulfill its social responsibilities as a global corporate environmental leader. We aim to contribute to achieving the 
1.5℃ climate change goal of the Paris Agreement and also to resolving environmental challenges, through such measures as 
developing innovative solutions that make effective use of resources. 
 GOALS FOR FY2022  
Fulfill our social responsibilities and help to resolve environmental challenges 
KPI: ・Reduce greenhouse gas emissions at Fujitsu sites by 37.8% or more from the base year level (Reduce by 4.2% each 
year compared with FY2013) 
 
・Avoid risks associated with our business activities and minimize our impact on the environment 
 
・Help to resolve environmental challenges for customers and society through our business operations 
 
Environmental Management 
Fujitsu Group’s Environmental Management Systems (EMS) 
 
Fujitsu Group has constructed Environmental Management Systems (EMS) based on the ISO 14001(*1) international standard 
and is promoting environmental improvement activities across the Group. After acquiring ISO 14001 certification for consolidated 
subsidiaries in Japan at the end of FY 2004, we expanded this effort to include overseas subsidiaries and acquired global 
integrated certification at the end of FY 2005. Subsequently, the overseas subsidiaries switched to individual certification. 
 
*1 
ISO14001：Environmental Management Systems (EMS) standard determined by the International Organization for Standardization (ISO). 
Certification is granted to environmentally conscious organizations that develop systems for ongoing reductions in their environmental 
footprint. 
 
Environmental Management Framework 
 
In April 2020, Fujitsu Group set up the Sustainability Management Committee, which leads the charge for management which 
takes sustainability initiatives into account. The Sustainability Management Committee has established major sustainability 
issues which are common globally (Global Responsible Business: GRB) and is working to address them, and the environment is 
one of those to be addressed. In “environmental initiatives“ medium-to-long term visions considered and activity policy 
discussed and decided, and business operations being considered with risks and opportunities from climate change, with regular 
reports into Sustainability Management Committee, which aim of raising the level of the EMS and strengthening its governance. 
Based on that, final approvals on environmental management at the Fujitsu Group are made at meetings of the Management 
Council. 
Within the Sustainability Management Committee, we have organized environmental issue-specific working groups, etc., 
composed of relevant parties that go beyond the framework of business groups and business units. Through this promotion 
structure, we are moving swiftly to popularize initiatives for addressing environmental issues throughout the Group. 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-1-2 
 
 
Constructing and Operating Environmental Management Systems 
 
The Fujitsu Group has constructed EMS based on the ISO 14001 international standard and is promoting environmental 
improvement activities across the group. By constructing EMS worldwide, the Fujitsu Group further strengthened its Group 
governance. This also allows the Group to promote even more efficient and highly effective environmental activities, including 
understanding the state of activities, legal compliance, and emergency response. 
As of March 2021, the Fujitsu Group has acquired group integrated ISO 14001 certification for a total of 47 companies of Fujitsu 
and its Japanese Group companies. 
 
Activity Flow 
 
The Sustainability Management Committee reviews and 
conducts deliberations about the new challenges and activities 
directions of “environmental initiatives”, which related to whole 
group companies regarding the operational status and 
achievement of targets with regular report. For example, the 
committee determines the directions to be taken for reduction 
of energy consumption and CO2 emissions, countermeasure for 
environmental risk, and other environmental medium-to-long 
term visions. The Sustainability Management Committee also 
conducts environmental management reviews and is exercising 
approval authority for the Fujitsu Group Environmental Action 
Plan. 
Issue-specific Working Groups are sub-organizations set up under the supervision of the Sustainability Management Committee, 
with the goal of providing dedicated responses to address specific tasks professionally. The tasks of the issue-specific Working 
Groups are discussing objectives and confirm the progress and promote to achieve for the Environmental Action Plan. The 
Environmental Management Controller gives approval and issues directions in response to the progress reports made by the 
issue-specific Working Groups. 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-1-3 
Management Based on the Line/Site Matrix Structure 
 
The Fujitsu Group carries out its environmental management within a matrix structure combining (1) “line activities” directly tied 
to the business operations of various divisions and companies (including development of eco-friendly products and the 
expansion of environmental contribution solutions) and (2) “site activities” to tackle common themes affecting each factory or 
business location (such as energy conservation and waste reduction). 
In this way we carry our environmental management according to the same framework as our management, while also reducing 
the environmental footprint generated by our business activities and the sale of our products and services. 
 
 
 
 Environmental Management Initiatives (Case Studies) 
https://www.fujitsu.com/global/about/environment/ems/case-studies/ 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-1-4 
Environmental Management 
Environmental Management Initiatives (Case Studies) 
 
Operations Utilizing ICT 
 
The Fujitsu Group actively utilizes its own ICT-driven environmental management tools to visualize and boost the efficiency of its 
environmental management. 
 
EMS Operations Using ICT 
 
The Fujitsu Group employs its own ICT-driven environmental management tools. Examples include the Global Environment 
Database System (Ecotrack) which can centrally manage aspects such as planning, performance, and policy information, at 
business sites scattered throughout the world, and the ISO 14001 Green Management System (GMS) which centrally manages 
compliance and risk management status to support EMS operations. These tools are employed to visualize environmental 
management and make it more efficient. Additionally, the communication infrastructure of all companies in the Fujitsu Group is 
used for EMS operations. For example, we try to conduct smart communication in our EMS operations, through activities such as 
using remote video conferencing systems to conduct EMS briefings. 
 
Using the Global Environment Database System 
 
The Global Environment Database System (Ecotrack) is used to gather information about the environmental footprint 
(performance) of Fujitsu Group companies and business sites and centrally manage aspects such as planning, performance, and 
policy information. 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-1-5 
Using the ISO 14001 Green Management System 
 
The Fujitsu Group uses the ISO 14001 Green Management System (GMS) to exercise unified control over the operational status of 
the EMS concerning matters such as the status of improvements and the state of compliance with regard to items pointed out by 
internal audits, communications activities, direct and indirect effects identified in environmental impact assessments, and the 
setting of environmental management objectives and targets. 
Through the GMS, we can manage corrective measures and objectives with certainty, and it has been effective for continuously 
improving our activities and reducing risks. 
 
 
 
Implementing Environmental Audits 
 
Internal Audit Implementation and Results 
 
The Fujitsu Group conducts internal audits, a requirement of ISO 14001. To ensure the objectivity and independence of internal 
audits, the Internal Control and Audit Office takes the lead, allocating internal auditors who belong to Fujitsu or Fujitsu Group 
companies and carries them out. 
In FY 2020, due to the impact of COVID-19, we conducted audits remotely using smartphones based on the Fujitsu Group’s 
instructions for preventing infection, which included the promotion of Work-From-Home, as well as avoiding face-to-face contact 
in meeting rooms and travel between prefectures. 
For FY 2020, we carried out internal audits of 164 business sites in Japan, including the factories and offices of Fujitsu and Group 
companies. When conducting audits, we closely examined the results of FY 2019 internal audits and external audits. The four 
points emphasized were (1) the execution status of environmental management system, (2) focus areas (actions to address risks 
and opportunities, operational planning and control, and monitoring/measurement/analysis and evaluation), (3) the status of 
our efforts in response to the Environmental Action Plan (Stage IX), and (4) changes that would effect organizations. 
There were 13 findings, mainly concerning issues such as waste materials management. Even despite the COVID-19 pandemic, as 
a result of continuing to provide support to each organization, including briefing session for EMS person in charge and 
confirmation of compliance, the number of findings has been decreasing. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-1-6 
External Audits and Results 
 
To maintain our ISO 14001 certification, we are carrying out external audits by a certifying body. 
In FY 2020, we were audited in Japan by the Japan Audit and Certification Organization for Environment and Quality (JACO). As a 
result, there were 52 opportunities for improvement, and zero findings. We shared information about those opportunities within 
the Group, and are working to improve our response. 
 
Table. Number of Findings by Audits 
 
FY 2018 
(Japan and overseas) 
FY 2019 
(Japan and overseas) 
FY 2020 (Japan) 
Number of findings by 
internal audits 
102 
30 
13 
Number of findings by 
external audits 
3 
6 
0 
Number of opportunities 
for improvement 
113 
50 
52 
 
Compliance with Environmental Laws 
 
There were no major legal or regulatory violations or accidents with major impact on the environment in the Fujitsu Group during 
FY 2020. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-1-7 
Environmental Management 
Response to Environmental Risks 
 
Environmental Risk Management Structure 
 
The Fujitsu Group built and operates a group-wide risk management system to identify, prevent, and mitigate a variety of 
potential risks, or prevent their recurrence, including issues related to climate change and environmental pollution. The Risk 
Management & Compliance Committee, which reports directly to the Board of Directors, has set up regional Risk Management & 
Compliance Committees, in addition to deploying Risk Management & Compliance Officers to each Fujitsu division and Group 
company in Japan and overseas, to build a structure where these organizations cooperate with each other to promote risk 
management and compliance throughout the Fujitsu Group, both in terms of preventing potential risks and responding to risks 
that have emerged. The Committee identifies, analyzes, and assesses key risks associated with the business activities of each 
Fujitsu division and Group company in Japan and overseas (focusing on 33 risks considered to be important to the Group), and 
formulates and reviews the countermeasures for these risks after confirming the status of countermeasures for avoiding, 
mitigating, transferring, or retaining them. The Committee makes regular reports to the Board of Directors about key risks that 
have been identified, analyzed and assessed, using methods such as the creation of visualized rankings and maps which take 
the degree of impact and likelihood of occurrence into account. In addition, we have put response processes into place in the 
event that risks become tangible, despite the implementation of various measures. Each division and Group company will 
immediately report to the Risk Management & Compliance Committee about any key risks that become tangible, such as natural 
disasters, accidents, product accidents or failures, system or service problems, compliance violations such as fraud, information 
security incidents, or environmental problems. 
We also leverage the group’s Environmental Management System (EMS), which is based on ISO14001, for minimizing risks to the 
environment through continuous improvements. 
 
 Risk Management 
https://www.fujitsu.com/global/about/csr/riskmanagement/ 
 Environmental Management System 
https://www.fujitsu.com/global/about/environment/ems/ 
 
Efforts to Minimize Risks to the Environment 
 
Dealing with Risks Related to Climate Change 
 
There is a possibility of significant impacts on our business continuity from increases in the frequency and effects of natural 
disasters as a result of recent climate changes. For that reason, we have formulated a business continuity plan and are devoting 
effort to continually revising and improving the plan. 
Furthermore, the implementation of stricter regulations for greenhouse gas emissions and a carbon tax creates a risk of 
increasing the energy cost incurred by the Fujitsu Group, as well as the cost required for measures aimed at reducing greenhouse 
gases. Additionally, if climate change countermeasures are insufficient, there is a risk of harm to our corporate reputation or a 
disadvantage at bidding. In order to minimize these risks, we are conducting short-term, medium-term and long-term risk 
analysis/response within our company-wide risk management structure. Moreover, based on the FUJITSU Climate and Energy 
Vision, we are working to achieve net zero CO2 emissions by 2050 and to contribute to mitigation/adaptation for climate change 
through business. 
In accordance with the recommendations issued in 2017 by the Task Force on Climate-Related Financial Disclosures (TCFD), the 
Fujitsu Group analyzes and discloses information related to risks accompanying climate change that may have an impact on 
business and financial strategies. Refer to the table below for the currently recognized potential major risks and responses. 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-1-8 
Risks Associated with the Transition to a Low Carbon Economy, and Our Response to Them 
Policy / Legal 
Risks 
● Risks: Increase in cost in order to respond to the strengthened laws and regulations on greenhouse gas 
emissions and energy use (such as a carbon tax), and diminished corporate value in the event of a 
violation. 
○ Response: Complete compliance with laws and regulations through EMS. Continual reduction of the 
amount of GHG emissions through steady implementation of Science Based Targets and the 
Environmental Action Plan. 
Technology 
Risks 
● Risk: Unrecovered investments and market share decline in the event that the company lags behind in a 
fierce competition in technological developments toward a carbon-free society (such as energy-saving 
performance and low-carbon services). 
○ Response: Enhance development of energy-efficient products and energy-efficient enabling 
technologies, solutions, and services through steady implementation of Science Based Targets and our 
Environmental Action Plan. 
Market Risks 
● Risk: Losing business opportunities if products, solutions, and services do not meet energy-saving 
performance needs. 
○ Response: Enhance development of energy-efficient products and energy-efficient enabling 
technologies, solutions, and services through steady implementation of Science Based Targets and our 
Environmental Action Plans. 
Risks to 
Reputation 
● Risk: Decline in corporate value and an increase in response costs associated with a negative 
assessment from stakeholders with regard to the response status of measures to counteract climate 
change (such as the percentage of renewable energy adoption). 
○ Response: Enhance measures to counteract climate change and promote reduction of environmental 
footprint through steady achievement of the group's Science Based Targets and Environmental Action 
Plan. 
 
Climate Change Related Risks in the Supply Chain, and Our Response to Them 
Upstream 
Supply Chain 
● Risk: A temporary suspension of the suppliers' business activities due to the occurrence of severe 
natural disasters such as large-scale floods, sudden heavy downpours, and lightning strikes, which 
affects the procurement of materials. 
○ Response: Conduct surveys of the business continuity capabilities of suppliers and implement measures 
to procure materials from multiple sources. 
Downstream 
Supply Chain 
● Risk: Losing business opportunities due to the inability to obtain environmental labelling, which is a 
green procurement requirement of customers. 
○ Response: Conduct trend surveys and risk assessments of the environmental labelling scheme. Develop 
and provide top-level energy-efficient products through steady implementation of Science Based 
Targets and our Environmental Action Plan. 
 
 RELATED INFORMATION: Fujitsu Group Responses to the CDP Climate Change Questionnaire 2020 (Risk-Related Questions) 
https://www.fujitsu.com/global/documents/about/environment/risk/Fujitsu_Limited_CDP_Climate_Change_Questionnaire_20
20.pdf 
 
Assessing and Monitoring of Potential Water Risks 
 
In recent years, due to a tight demand-supply situation in many areas around the world because of water damage⁠—such as 
flooding⁠—and droughts that are caused by a variety of factors, including population growth and climate change, there is a 
growing concern that this issue may become a business risk. The Fujitsu Group conducts assessments of and monitors potential 
water risks for direct operations sites and supply chains. 
In particular, the Group uses tools and databases provided by NGOs and governments at both country and municipal levels to 
check the status of water stress and the risk of natural disasters in the areas where businesses are located. We then 
comprehensively assess the water risk at each site by analyzing how important water use is in the business activities of each 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-1-9 
operations base, and we confirm the level of compliance in a variety of activities such as the reduction of water intake, measures 
to reduce pollution in wastewater, business continuity management (BCM) systems, and others. For the supply chain, we also 
assess our suppliers' flood preparedness and other water risks based on the supply chain BCM surveys, field surveys conducted 
according to the Responsible Business Alliance's (RBA) code of conduct and the CDP Supply Chain Program. As a result, we have 
confirmed that there are no significant risks that could substantially affect our business activities. 
 
 RELATED INFORMATION: Fujitsu Group Responses to the CDP Water Security Questionnaire 2020 (Risk-Related Questions) 
https://www.fujitsu.com/global/documents/about/environment/risk/Fujitsu_Limited_CDP_Water_Security_Questionnaire_202
0.pdf 
 
Flooding Damage Impact Assessments Through Hazard Maps and Measures 
Against Flooding 
 
Fujitsu and its domestic Group companies conduct impact assessments of flooding damage according to a rainfall scale with 
two types, depending on the magnitude of the impact on our business, as follows. We identify and assign rankings to 
business sites which will be highly impacted. If a business site falls under a level 4 impact ranking, we implement various 
measures. 
[ Assessment 1: Planned scale (Rainfall on a scale that occurs about once every 10-100 years) ] 
 Assessment subjects: 169 sites for Fujitsu, 280 sites for Group companies All owned properties and major leased properties 
(such as sales offices and data centers) in the Fujitsu Group 
 Assessment method: We assess whether or not the site falls within the "estimated flood inundation area (planned scale)" 
for nearby rivers as established by the Ministry of Land, Infrastructure, Transport and Tourism or the prefectural 
government, as well as the extent of the impact within and outside the site and the impact of flooding on buildings.We 
rank sites that were assessed as being impacted by flooding on a scale of 1 (minor impact) to 4 (major impact). 
 
[ Assessment 2: Assumed maximum scale (Rainfall on a scale that occurs about once every 1000 years) ] 
 Assessment subjects: Domestic data centers and business sites that will be heavily impacted by flooding (such as Fujitsu 
Solution Square (SS) and the Kawasaki factory) 
 Assessment method: We conduct reassessments by upgrading the criteria to "estimated flood inundation area (assumed 
maximum scale)," and rank the sites on a four-point scale. 
 
[ Results for Assessment 1 and Assessment 2  *Only sites with an impact rank of 4 are shown below. ] 
 
Sites 
Assessment 1 
Assessment 2 
Final impact 
Fujitsu 
Fujitsu SS 
Impact rank 4 
Impact rank 4 
Impact rank 4 
Fujitsu 
Kawasaki factory 
No impact 
Impact rank 4 
Impact rank 4 
Group companies 
No sites which fall under impact rank 4 
 
 [Major Measures] 
(a) Retaining walls and 
embankments
(b) Sliding gates 
(a) Removable watertight panels
(b) Gates that can be raised and 
lowered
Fujitsu SS: The site perimeter is protected by retaining walls and 
watertight panels
Kawasaki factory: Perimeter entrances and exits are protected by 
watertight panels
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-1-10 
Preventing Water Pollution 
 
In order to preserve the water quality of surrounding waterways, including rivers, groundwater and sewers, we have set voluntary 
controls that are even tougher than legal mandates, and conduct measurement and monitoring on a regular basis. We recover 
and recycle chemicals used in production processes, instead of discharging them into wastewater. We are also working to 
properly manage and reduce discharge of harmful substances and other regulated substances (COD, BOD, etc.) by ensuring 
appropriate chemical use, preventing chemical leaks and penetration, and properly managing the operations of water treatment 
and purification facilities, among other measures. 
 
Preventing Air Pollution 
 
We have set voluntary control values that are more stringent than legally mandated emissions standards in order to prevent air 
pollution and limit acid rain. Regular measurement and monitoring are conducted based on these controls. Efforts are also made 
to appropriately process dust and soot, sulfur oxide, nitrogen oxide, and other harmful substances, and reduce emissions through 
measures including combustion management at facilities that produce soot and smoke, use of fuels with low sulfur content, and 
managing the operations of exhaust gas processing equipment. Furthermore, we have installed activated carbon adsorption 
treatment equipment and are reducing our atmospheric emissions of organic solvent vapors containing substances like VOCs. 
Moreover, with the enactment in April 2015 of the Act on Rational Use and Proper Management of Fluorocarbons, we have set in-
house stipulations and striven for proper management of specified products (commercial refrigerators and air conditioners 
containing fluorocarbon refrigerants) while working to identify the volume of our fluorocarbon leakage. 
In addition, emission of dioxins has been prevented by suspending use of all in-house incineration facilities as of January 2000. 
 
Preventing Destruction of the Ozone Layer 
 
By implementing a precision water-wash system and non-wash soldering technology, we have completely eliminated the use of 
ozone-depleting substances in manufacturing processes (parts washing and solvents). We have also implemented leakage 
countermeasures for refrigerant chlorofluorocarbons used in air conditioning facilities (freezers, etc.), and are switching to non-
chlorofluorocarbon gas when updating facilities. 
 
Results for complete elimination of ozone-depleting substances 
Ozone-depleting substances 
Time of complete elimination 
Washing chlorofluorocarbons (CFC-113, CFC-115) 
End of 1992 
Carbon tetrachloride 
End of 1992 
1,1,1-trichloroethane 
End of October 1994 
Alternative chlorofluorocarbons (HCFCs) 
End of March 1999 
 
Preventing Pollution of Soil and Groundwater 
 
We have established rules for soil and groundwater surveys, measures and disclosures. We review these in accordance with 
changes in the law and social circumstances and respond based on these rules. We systematically examine soil and groundwater, 
based on the rules, and if pollution is confirmed, we carry out cleanup and countermeasures at each plant according to the 
situation, while working together with government authorities to disclose information. 
As of FY 2020, there are three business sites where soil and groundwater pollution from prior business activities have been 
confirmed. At those business sites, we have installed observation wells to observe effects outside the site due to groundwater 
pollution, while also working on purification measures through water-pumping aeration, etc. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-1-11 
 
 
Table. Business Sites Where Soil or Groundwater Contamination Has Been Found 
Site Name
Location 
Cleanup and Measure 
Execution Status 
Maximum Value Found at Observation Well 
(mg/L) 
Regulated 
Level 
(mg/L) 
Substance 
Measured Value
Kawasaki 
Plant 
Kawasaki City, 
Kanagawa 
Prefecture 
We are continuing to clean 
up VOCs by pumping and 
aeration 
1, 2-dichloroethylene 
2.4 
0.04 
Chloroethylene 
11 
0.002 
Oyama 
Plant 
Oyama City, 
Tochigi 
Prefecture 
We are continuing to clean 
up VOCs by pumping and 
aeration. 
Trichloroethylene 
0.175 
0.03 
1, 2-dichloroethylene 
1.942 
0.04 
Chloroethylene 
4.289 
0.002 
FDK 
Washizu 
Plant 
Kosai City, 
Shizuoka 
Prefecture 
We are continuing to clean 
up VOCs by pumping and 
aeration. 
Cis-1, 2-dichloroethylene 
0.6 
0.04 
Trichloroethylene 
0.11 
0.03 
Tetrachloroethylene 
0.037 
0.01 
Chloroethylene 
0.0072 
0.002 
 
Chemical Substance Control 
 
To prevent pollution of the natural environment or damage to health due to the use of harmful chemical substances, we are 
controlling the use of some 1,300 substances using our original Chemical Information System called "FACE" and working to 
appropriately control and reduce emissions at our business sites. 
 
 Fujitsu Group Environmental Action Plan (Stage IX): Reducing Chemical Substances Emissions 
https://www.fujitsu.com/global/about/environment/chemical/ 
 
With regard to chemical substances included in products, we have determined banned substances according to regulations in 
Japan and worldwide and are working to thoroughly control them, not only inside the Group but also with business partners who 
deliver materials and products to us. 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-1-12 
 Green Procurement  
https://www.fujitsu.com/global/about/environment/procurement-policy/ 
 
Appropriately Processing Waste 
 
We regularly carry out on-site audits in order to confirm that subcontractors are appropriately handling the waste processing 
tasks we entrust to them. 
In addition, with regard to high concentration polychlorinated biphenyl (PCB) waste (transformers and condensers) processing, 
we have registered with the Japan Environmental Storage & Safety Corporation (JESCO), which handles temporary storage and 
disposal of PCB waste under government supervision, and are carefully carrying out processing based on JESCO plans. 
 
Environmental Liabilities 
 
In properly assessing the Fujitsu Group’s expected future environmental liabilities, and communicating our integrity and 
corporate stance of not deferring our liabilities, we have recorded liabilities of 2.72 billion yen in soil pollution cleanup costs, 
high-level polychlorinated biphenyl (PCB) waste disposal costs, and asbestos processing costs during facilities demolition, which 
is the amount we calculate, as of the end of FY 2020, to be necessary for the Fujitsu Group to conduct these tasks domestically in 
the next fiscal year and beyond. 
 
Conserving Biodiversity 
 
Recognizing that our business activities benefit from the riches of the Earth’s biodiversity, while at the same time impacting it, 
the Fujitsu Group considers the conservation of biodiversity to be an important issue, and formulated the Fujitsu Group 
Biodiversity Action Principles in October 2009. We promote them based on the two pillars of reducing the impact of our business 
activities on biodiversity and contributing to the creation of a society that conserves biodiversity, and implement various policies 
to conserve biodiversity through leveraging ICT and other means. In addition, we established “visualizing and reducing the 
impact of corporate activities on ecosystems and on biodiversity” as a target in our Environmental Action Plan (Stage X). 
 
 Policy Example 1: Project for Recognizing Blakiston’s Fish Owl Vocalizations 
We offer vocal recognition software used for habitat surveys of Blakiston’s fish owls, which are an endangered species. The 
software helps the surveys to be more efficient by automatically extracting their cries, greatly reducing the time for analysis. 
 Project for Recognizing Blakiston’s Fish Owl Vocalizations 
https://www.fujitsu.com/global/about/environment/activities/owl/ 
 
 Policy Example 2: Support for the Harapan Rainforest (Forest of Hope) 
We provided support for reforestation activities in the Harapan Rainforest (Forest of Hope) on the Indonesian island of 
Sumatra. Through the introduction of ICT, we greatly improved the efficiency of patrols in the forest, contributing to forest 
conservation. 
 Providing Support for the Harapan Tropical Rainforest (Forest of Hope) (Indonesia) 
https://www.fujitsu.com/global/documents/about/environment/activities/global/fujitsu_supports_rainforest_conservation
_in_indonesia.pdf 
 
 Policy Example 3: Activities to Make Tsushima, An Island Facing a Severe Plastic Waste Pollution Problem, Greener 
We conducted eco-tours sponsored by Fujitsu Limited and conducted by Fujitsu Group employees. We also held a coastal 
cleanup and an ideathon to come up with solutions to local issues. 
 Tsushima, An Island Facing a Severe Plastic Waste Pollution Problem 
https://www.fujitsu.com/global/about/environment/activities/japan/ecotours/ 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-1-13 
Environmental Management 
Green Procurement 
 
We are implementing green procurement alongside our business partners, to provide customers with products and services that 
have light environmental footprints. 
 
Procurement Activities Based on Green Procurement Direction 
 
The Fujitsu Group summarized its requirements for business partners regarding the purchase of green parts, materials, and 
products, in the "Fujitsu Group Green Procurement Direction." This standard is posted on a multilingual basis (in three languages) 
in order to promote penetration to our business partners. We make an effort to communicate by various means, such as briefing 
sessions or individual meetings if necessary. Through such activities, the Group implements green procurement activities and 
promotes procurement from business partners that fulfill the green procurement requirements (see below) together with 
partners in Japan and overseas. 
Using the Fujitsu Group Environmental Survey Sheet, we conduct annual monitoring of our business partners' statuses with 
regard to environmental management systems, CO2 emission reduction, biodiversity preservation, and water resource 
preservation activities, and ask them to take appropriate measures. When making requests, we provide them with various kinds 
of information—such as guidance on activities to reduce CO2 emissions, explanatory documents related to water risk, and the 
water risk information tool AQUEDUCT—which have been useful for our business partners. 
 
 Fujitsu Group Green Procurement Direction 
https://www.fujitsu.com/global/about/procurement/green/ 
 
Table. Green procurement requirements for business partners 
Requirements 
Business partners 
(materials/parts)*1 
Business partners (non-
materials/parts) 
1. Establishment of environmental management 
systems (EMS) 
✔ 
✔ 
2. Compliance with regulations for Fujitsu Group 
specified chemical substances 
✔ 
― 
3. Establishment of chemical substance management 
systems (CMS) 
✔ 
― 
4. CO2 emission control/reduction initiatives 
✔ 
✔ 
5. Biodiversity preservation initiatives 
✔ 
✔ 
6. Water resource preservation initiatives 
✔ 
✔ 
*1 
Business partners (materials/parts): Business partners that supply components for Fujitsu Group products or OEM/ODM products 
 
Establishment of Environmental Management Systems 
 
We request our business partners to establish environmental management systems (EMS)(*2) as a base for ensuring that they 
independently and continuously improve their environmental-preservation activities. In general, we prefer them to have third 
party-certified EMS. If this is not possible, we ask them to build EMS incorporating the PDCA cycle suited to their circumstances.  
 
*2 
EMS: Environmental management systems 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-1-14 
CO2 Emission Reduction Initiatives 
 
The Fujitsu Group also asks our business partners to work toward CO2 emission reduction in hopes of addressing climate change. 
Specifically, we ask them to clearly express the intentions of their initiatives and request that they make efforts to achieve the 
objectives they set. We also ask them to collaborate with external organizations, where possible, and encourage their own 
suppliers to make similar efforts, in order to expand the initiatives outside their respective businesses. Our annual Supply Chain 
Business Continuity Survey gives us a clear picture of how business partners are responding to a variety of climate-change risks, 
including tsunamis, floods, and torrential rains.  
 
Water Resource Conservation Initiatives 
 
As populations grow rapidly and water sources become progressively more contaminated, the increased need for water around 
the world, as well as water resource scarcity, has become an international challenge. Water resource conservation initiatives are 
necessary, even in business activities. The Fujitsu Group asks its business partners to investigate and understand the water risks 
associated with their own companies, and engage in water resource conservation initiatives, such as preventing water pollution 
and reducing water use. 
 
Acquiring and Managing Information on Chemical Substances  
Contained in Products 
 
Countries around the world are establishing legal regulations as to the chemical substances contained in products, for instance 
the RoHS directive(*3) and the REACH regulation(*4). The scope of such regulations is expanding on an almost day-to-day basis, 
covering more and more substances, products, and applications. 
The Fujitsu Group, using chemSHERPA(*5) as its standard format, investigates and acquires information on the chemical 
substances contained in our products. We share our findings with Group companies via our internal system, and allow relevant 
parties to access the information whenever necessary. We have established a system that allows for quick adaptation to revisions 
of laws/regulations and the enactment of new legal systems. 
 
*3 
RoHS directive: Directive on the Restriction of the Use of Certain Hazardous Substances in Electrical and Electronic Equipment 
*4 
REACH regulation: Regulation for Registration, Evaluation, Authorization, and Restriction of Chemicals 
*5 
chemSHERPA: Chemical information SHaring and Exchange under Reporting PArtnership in supply chain 
 
Establishing a Chemical substance Management System (CMS) for  
Product Substances 
 
The Fujitsu Group not only asks business partners for information on chemical substances contained in their products; we also 
ask them to establish a Chemical substances Management System (CMS), based on the industry-standard JAMP(*6) guidelines 
on the management of chemical substances contained in products. Doing so enables the Group to comply even more thoroughly 
with laws and regulations related to the chemical substances contained in our products. 
The Group also carries out CMS audits in order to confirm appropriate establishment and operation of such CMS. More specifically, 
Fujitsu's auditors implement on-site evaluation of the management status of the chemical substances contained in our business 
partners’ products. If there are any inadequacies, auditors make requests for corrections and provide support for their enactment. 
Even after the establishment of CMS, we maintain awareness of its operation status through periodic audits.  
 
*6 
JAMP: Joint Article Management Promotion-Consortium. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-1-15 
Environmental Management 
Environmental Training and Awareness Activities for  
Employees 
 
The Fujitsu Group conducts various environmental education and awareness activities based on the belief that “Greater 
environmental awareness and proactive efforts among all employees are essential for pursuing environmental management.” 
 
Comprehensive Environmental Training 
 
We offer environmental e-Learning opportunities for all employees through programs in our company-wide training system to 
promote a basic understanding of environmental management. Training is also conducted on a per-division basis. Specialized 
trainings such as internal auditor training and training for those in charge of waste practices are also conducted for employees 
who are in charge of environment-related tasks. 
 
 
 
Environmental e-Learning 
 
We offer educational opportunities for employees to comprehensively learn about global trends relating to the environment, the 
environmental management of the Fujitsu Group, and the role played by each employee, based on the theme of “Fujitsu Group 
environmental management and each employee’s role.” This education is positioned as providing fundamental knowledge that 
all Fujitsu employees should have under the company-wide employee training system. 
 
Environmental e-Learning Images 1 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-1-16 
Environmental e-Learning Images 2 
 
Communication Through the Internet and Social Media 
 
By disseminating information through the Internet and having lively exchanges of ideas via social media, we encourage 
employees to think of environmental and societal issues as personal ones. 
 
Spreading Internal Awareness About the Issue of Plastic Waste 
 
In addition to reducing plastic waste through conventional business activities, 
starting in June 2019, we have worked to reduce the amount of disposable plastic 
used in offices, and conducted activities to raise employee awareness. We developed 
campaigns that used the intranet and social media, and worked to spread awareness 
within the company while listening to what many employees had to say. 
 
 We conducted a campaign on the intranet that declared we would use reusable 
shopping bags with the aim of reducing disposable plastic waste, such as 
shopping bags. More than 3,000 employees posted messages. 
 We established a group for “Sustainable Consumption Activities” on Yammer, our 
internal SNS, and conducted a campaign for employees to bring their own 
bottles. By conducting a campaign in conjunction with our efforts to move away 
from drinks in plastic bottles sold by vending machines at our business sites in 
Japan, as well as the elimination of plastic straws at company cafeterias, we had 
lively exchanges of ideas about everyday eco-friendly activities, and how the 
Group can contribute to environmental and social issues.  
 In addition to a report posted on our public website about the eco-tour to 
Tsushima, which was themed around the issue of marine plastic waste, we 
posted a video primer on a video site to explain the problem. Our efforts to raise 
awareness are not just within the company. 
 
 
 
[ External Links ] 
 Tsushima, An Island Facing a Severe Plastic Waste Pollution Problem 
https://www.fujitsu.com/global/about/environment/activities/japan/ecotours/ 
 [Primer] What is the Marine Plastic Waste Problem? 
https://www.youtube.com/watch?v=l0EbmdfhguI 
Poster for the reusable shopping bag 
declaration 
Yammer community site, “Sustainable 
Consumption Activities”
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-2-1 
Medium- to Long-Term Visions and Targets Focused on Climate Change Issues  
The Fujitsu Group Medium/Long-term Environmental Vision 
FUJITSU Climate and Energy Vision 
 
The Fujitsu Group has established the “FUJITSU Climate and Energy Vision, ”a medium- to long-term environmental vision with 
the goal of bringing the Fujitsu Group’s CO2 emissions to zero by 2050, as well as contributing to the achievement of a 
decarbonized society and the adaptation to climate change, through provision of technologies and services supporting digital 
transformation.  
 
The Importance of Responding to Climate Change 
 
Climate change, which will have a significant long-term impact on countries and regions around the world, is an important issue 
for us as a global company. Disasters caused by climate change will disrupt procurement, logistics and energy supply networks, 
making it difficult to procure parts and energy for our business sites. Tighter regulations on greenhouse gas (GHG) emissions will 
affect our operations, and the ICT products and services we provide to our customers will also need to be made more energy-
efficient. If we fail to provide products and services with excellent energy efficiency in response to regulatory and market 
demands, we could suffer business losses and a decline in our corporate reputation. At the same time, through innovations in AI, 
IoT, and other advanced technologies, it is a great business opportunity for us to form ecosystems with customers and various 
stakeholders, contribute to the decarbonization of society—by taking actions such as reducing the power consumption of 
customers and society and expanding the use of green power—and provide services and solutions which facilitate adaptation to 
climate change. 
The Fujitsu Group considers climate change to be a serious issue (materiality) that must be addressed, and we have been actively 
working to meet the goals we previously set in our Environmental Action Plan. Furthermore, in order to contribute to addressing 
the issue as a leading company, we recognized the need for the Fujitsu Group to have a long-term vision and tackle the issue as a 
united group. We gathered knowledge and engaged in dialogue with various stakeholders through interviews with outside 
experts and the activities of external organizations. Taking these into account, the Environmental Management Committee*, led 
by the President, formulated the Fujitsu Climate and Energy Vision, our medium- to long-term environmental vision with regard 
to climate change, and we made it public in May 2017.  
In addition, in April 2021, we revised the emissions reduction targets in FY 2030 shown in Vision 1 from 33% to 71.4% in order to 
accelerate our own moves toward decarbonization. 
 
* Its name in 2017. Now the Sustainability Management Committee. 
 
Concept 
 
As an international framework of measures against global warming 
starting in 2020, the Paris Agreement, which sets a goal of limiting 
the rise in global average temperature to less than 2°C above the 
average temperature prior to the industrial revolution, came into 
effect in November 2016. In order to achieve this, the goal to 
“achieve a balance between emissions and removals of greenhouse 
gases (GHG) in the second half of this century” has been set, and a 
shift to a decarbonized society will be necessary beginning in 2050. 
Various change are taking place in the global market as well, and it is 
expected that regulations on CO2 emissions will be tightened, carbon 
taxes and other carbon pricing will be applied to more countries, and 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-2-2 
carbon tax will rise sharply. In addition, investment taking into account Environmental, Social and Governance (ESG) factors is 
expanding, which is also exerting a significant influence on market rules. 
This vision has three pillars, namely, “Our Business: Achieve Zero CO2 Emissions”, “Mitigation: Contribute to a Decarbonized 
Society” and “Adaptation: Contribute to Measures in Society to Adapt to Climate Change”. The Fujitsu Group aims to use ICT 
effectively to accelerate its own efforts to shift away from carbon, and by providing the knowledge gained from such efforts to 
customers and society as solutions, leverage its own business activities as a way to mitigate and adapt to climate change. 
 
Note) Paris Agreement: New framework adopted by the 21st Session of the Conference of the Parties to the UN Framework Convention on Climate 
Change for measures to combat climate change starting in 2020. 
 
Vision1 Achieving Zero CO2 Emissions in the Fujitsu Group 
 
The Fujitsu Group established a roadmap for reducing CO2 emissions where it would gradually reduce them to zero in three 
phases by 2050, with its intention to take the initiative as a global ICT company to strive to create a decarbonized society. The 
roadmap has been certified at 1.5 °C by the Science Based Targets initiative (SBTi) *1 that recommend setting scientifically 
consistent targets.  
 
*1 
An initiative jointly established by the United Nations Global Compact, the World Resources Institute (WRI: World Resources Institute), and 
other organizations in 2015. It encourages companies to set GHG emission reduction targets consistent with science-based evidence to 
the level required by the Paris Agreement, validating targets that comply with criteria including indirect emissions not only within the 
company but also in the supply chain. 
 
 
PhaseⅠ 
 
In PhaseⅠ(until 2020), from the perspective of usability and economic efficiency of the technology, in Japan, we will horizontally 
deploy energy conservation technologies that already exist, verify new energy conservation technologies that use AI, etc. and 
move forward with the use of low-carbon energy. Overseas, we will proactively implement renewable energy, focusing on the EU. 
 
PhaseⅡ 
 
In PhaseⅡ (until 2030), the Fujitsu Group will work to establish and spread a transition to AI and ZEB*2, etc. to accelerate the 
reduction of emissions. Further, we will expand strategic implementation of renewable energy, which is expected to be easier to 
use in Japan as well, with consideration given to local characteristic and economic efficiency. 
 
The Roadmap to reduce the Fujitsu Group’s CO2 Emissions to Zero by 2050 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-2-3 
*2 
ZEB: Zero Energy Building. A building with significantly reduced yearly energy consumption achieved through conservation of energy in its 
structure and facilities, and thorough creation of energy by using solar power generation, etc. 
 
PhaseⅢ 
 
In PhaseⅢ (2030 and after), we will accelerate implementation of increasingly easy-to-use renewable energy, while 
supplementing with offsets from carbon credits, with an eye towards deploying and deepening innovative energy conservation 
technologies and shifting away from carbon. 
The Fujitsu Group intends to increase the use of renewable energy in the electricity consumed at Fujitsu Group locations to at 
least 40% by 2030 and to 100% by 2050 with the membership gained in July 2018 to RE100. 
 
 
Vision 2 and 3 “Contributing to a Decarbonized Society” and 
“Contributing to Measures in Society to Adapt to Climate Change” 
 
The Fujitsu Group believes that ICT has the potential to contribute to the mitigation of and adaptation to climate change. To that 
end, we have established “Mitigation: Contribute to a Decarbonized Society” and “Adaptation: Contribute to Measures in Society 
to Adapt to Climate Change” as pillars of Fujitsu's medium/long-term environmental vision, and are utilizing advanced ICT to 
create social innovation that contributes to resolving global environmental issues.  
 
Vision 2 Contributing to a Decarbonized Society 
 
The Fujitsu Group contributes to the decarbonization of society by creating ecosystems with customers in a variety of industries 
and business types. The key point of mitigation measures is the utilization of AI and other advanced digital technologies to 
maximize energy efficiency. We will achieve optimal usage of energy for the overall societal system by incorporating those 
technologies into a mechanism that crosses the boundaries between businesses, industries, and regions.  
 
Vision 3 Contributing to Measures in Society to Adapt to Climate Change 
 
The key point of measures to adapt to the impact of climate change is advanced measuring technology using AI, big data, and 
simulations through sensing technology and high-performance computing (HPC), etc. Fujitsu will utilize these to create solutions 
to enable creation of a resilient societal infrastructure and stable supply of agricultural products, as well as solutions to minimize 
food product loss, thereby contributing to the minimization of damage to our customers and society caused by climate change. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-2-4 
Medium- to Long-Term Visions and Targets Focused on Climate Change Issues 
Medium- to Long-Term Targets 
 
The Fujitsu Group participates in the following initiatives with the aim of making the Fujitsu Climate and Energy Vision—its 
medium- to long-term environmental vision—a reality.  
 
Approval by Science Based Targets (SBT) Initiative  
 
In August 2017, the reduction targets of greenhouse gas (GHG) emissions 
from its business facilities and a part of value chain, set by Fujitsu Group, 
was approved by Science Based Targets (SBT) initiative as being at science 
based level. The SBT initiative was established in 2015 jointly by a number 
of organizations, including the World Resources Institute (WRI) and UN 
Global Compact. It encourages companies to set GHG emission reduction 
targets consistent with science-based evidence to the level required by the 
Paris Agreement, validating targets that comply with criteria including 
indirect emissions not only within the company but also in the supply 
chain. 
 
Targets 
 To reduce GHG emissions from our business facilities by 71.4% by FY 2030 and 80% by FY 2050 in comparison to FY 2013. 
 To reduce GHG emissions from our business value chain (purchased goods and services, and the use of sold products) by 
30% by FY 2030 in comparison to FY 2013.  
 
Joining RE100 as Japan’s First Gold Member 
 
In July 2018, Fujitsu joined RE100, which strives to significantly expand the adoption of renewable energy at a global scale, as 
Japan's first Gold Member. RE100 is an international initiative led by The Climate Group in partnership with CDP and consists of 
companies committed to source 100% of the electricity they use from renewable sources. 
The Fujitsu Group will consider the appropriate steps for each region and expand its procurement of electricity from renewable 
sources at locations in Japan and around the world, starting with data centers outside Japan. The Group will concurrently 
continue its work on R&D and technology trials for energy management and storage, and contribute to the spread of renewable 
energy in society as a whole. 
 
Renewable Energy Electricity Usage Goals at Fujitsu Group Locations 
 Goal 
：100% by 2050 
 Intermediate Goal 
：40% by 2030 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-2-5 
Medium- to Long-Term Visions and Targets Focused on Climate Change Issues 
TCFD-Based Information Disclosure  
 
The Task Force on Climate-Related Financial Disclosures (TCFD) was established by the Financial Stability Board at the request of 
G20 with the objective to reduce the risk of instability in the financial market due to climate change. The task force announced 
its recommendations in June 2017 asking companies and organizations to gain understanding of and disclose the risks and 
opportunities arising from climate change. The Fujitsu Group announced its support for the TCFD recommendations in April 2019 
and strives to disclose information in line with the recommendations, including responding to CDP (*1). 
 
*1 
CDP: 
An international nonprofit organization which offers the only global system for measuring, disclosing, managing and sharing important 
environmental information of companies and cities. CDP is working together with the world's leading institutional investors to encourage 
companies to disclose their impact on the environment and natural resources, and to take steps to mitigate that impact.  
 
Item 
Response Status 
Reference 
Governance 
Under our system for promoting environmental management, we have established 
the Sustainability Management Committee chaired by the Representative Director. 
This committee deliberates on medium- and long-term issues, makes policies, 
shares the risks and opportunities arising from climate change, determines 
measures to tackle them and manages the progress of these activities. It also 
reports the results of these activities to the Board of Directors at the meetings of 
the Management Council. 
Furthermore, under the supervision of the Board of Directors, the Risk Management 
and Compliance Committee, chaired by the Representative Director, analyzes and 
responds to risks throughout the Group, including those related to climate change, 
in the company-wide risk management system. The Committee is the highest 
decision-making body for risk management, and regularly reports to the Board of 
Directors on important risks that have been identified, analyzed, and evaluated. 
The Representative Director, who serves as committee chairperson, and other 
officers in charge, serve as members on these committees. 
In addition, the Fujitsu Group has established an environmental management 
system (EMS) based on ISO 14001, and the results of EMS activities are reported to 
the Board of Directors through the Management Committee. 
 Sustainability 
Management in the 
Fujitsu Group 
 Environmental 
Management System
 Risk Management 
 Corporate 
Governance 
Strategy 
The Fujitsu Group has conducted scenario analyses using the 2°C scenario, 
considering the period up to the year 2050. The results show risks and 
opportunities, as shown in the table below. ICT products and services which can 
contribute to the mitigation of and adaptation to climate change will provide sales 
growth opportunities, while physical and regulatory risks will affect our operating 
expenses and supply chain costs. For more details on how to deal with risks and 
other issues, please refer to "Handling Environmental Risks" on the right. 
Based on these analyses of risks and opportunities arising from climate change in 
the medium to long term (2030-2050), we have formulated the FUJITSU Climate 
and Energy Vision, a medium- to long-term environmental vision through 2050. 
As the world strives for decarbonization, we recognize that any delay in action can 
lead to risks. Therefore, this vision aims to promote zero CO2 emissions from our 
company using ICT and contribute technology services that support digital 
innovation to build a decarbonized society and cope with climate change, including 
turning know-how gained into services. By responding to our medium- and long-
term environmental vision, we assessed that we are resilient in our strategy. 
 Response to 
Environmental Risks 
 Medium- to long-
term environmental 
vision 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-2-6 
 
Risks/opportunities
Content 
Policy and 
regulatory risks 
The risk of increased costs which are associated with stricter laws and regulations 
(such as a carbon tax) related to greenhouse gas emissions and energy use, as well as 
decreased corporate value in the event of non-compliance 
Technology risks 
The risk of unrecovered investments and loss of market share if we are outperformed 
in the fierce competition to develop technologies for a decarbonized society (such as 
energy-saving performance and low-carbon services) 
Market risks 
The risk of losing business opportunities if we do not meet the energy-saving 
performance needs for products and services 
Reputation risks 
The risk of a decline in corporate value or an increase in response costs due to a 
negative assessment by stakeholders regarding the status of climate change 
measures (such as the percentage of renewable energy adoption) 
Opportunities for 
products and 
services 
Increased sales through the provision of low-power consumption products (e.g., high-
performance computers) and services that contribute to climate change mitigation 
and adaptation (such as Efficiency improvement using mathematical optimization 
technology and AI-based river level predictions) 
Marketplace 
opportunities 
The acquisition of new market opportunities for climate change countermeasures 
created through the use of ICT (such as improved energy efficiency using AI and 
various simulations using supercomputers, as well as energy supply and demand 
adjustment using blockchain technology) 
 
Risk 
Management
As part of our company-wide risk management system, we have established the 
Risk Management and Compliance Committee to identify, assess and manage risks 
across the Group, including those related to climate change. In order to conduct 
company-wide risk assessments on a regular basis, the committee prepares tools, 
distributes them to each employee responsible for risk management and 
compliance, and gathers responses. The departments in charge of each risk across 
the entire company utilize these tools to conduct assessments on items such as the 
impact and likelihood of occurrence related to risk threats and the status of 
countermeasures, and provide answers to risk threats. Climate change-related risk 
assessments are conducted by all relevant departments, using information 
collected from across the company, based on the expertise of each department in 
areas such as policy, reputation, natural disasters, the supply chain, and products 
and services. The Risk Management and Compliance Committee conducts a 
centralized matrix analysis of the results of the assessments answered by each 
department in terms of impact and likelihood of occurrence, then identifies high-
priority risks at the company-wide level. The results of this analysis are reported to 
the Board of Directors. 
The Sustainable Management Committee shares business risks, opportunities and 
countermeasures which are due to climate change, and manages progress. In 
addition, the Fujitsu Group has established an environmental management system 
based on ISO 14001. Under this system, we monitor compliance and other risks. 
 Response to 
Environmental Risks 
 Environmental 
Management System
 Risk Management 
Indicators & 
Targets 
The Fujitsu Group recognizes the importance of reducing GHG emissions and 
adopting renewable energy sources in addressing climate-related risks. We also 
believe that the deployment of innovative energy-saving technologies 
implemented by our company will lead to the acquisition of climate-related 
opportunities. We therefore use GHG emissions and the percentage of renewable 
energy adoption as indicators. We have set SBTi certification targets and RE100 
 Medium- to long-
term environmental 
vision 
 Fujitsu Group 
Environmental Action 
Plan 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-2-7 
targets as medium- and long-term goals, and established the "Environmental 
Action Plan" for short-term goals, and we are monitoring those indicators, 
managing the progress of our strategies, and conducting risk management. 
The table below shows the Fujitsu Group’s targets for reducing GHG emissions and 
our actual results, while the figure below shows our roadmap and measures for 
achieving our own zero CO2 emissions, which is one of the items in our medium- to 
long-term environmental vision. 
 
Item 
GHG Emissions Performance（FY 2020） 
Scope 1 
75 ktons-CO2
Scope 2 （Location-based） 
583 ktons-CO2
Scope 2 （Market-based） 
540 ktons-CO2
Scope 3 （Category 1） 
1,104 ktons-CO2
Scope 3 （Category 11） 
3,094 ktons-CO2
 
Items 
Targets 
Achievements
（FY 2020） 
Reducing the volume 
of our own GHG 
emissions*1 
Short-term
Reduction of 14% by 
2020*2 
Environmental Action 
Plan 
32.7% reduction 
Medium-
term 
Reduction of 71.4% by 
2030*2 
SBT1.5℃ 
certification 
Long-term 
Reduction of 80% by 
2050*2*3 
SBT2.0℃ 
certification 
Reducing the volume of 
the value chains’ GHG 
emissions*1 
Medium-
term 
Reduction of 30% by 
2030*4 
SBT 2.0℃ 
certification 
48.7% reduction
Percentage of 
renewable energy 
adoption 
Medium-
term 
40% adoption by 2030 
RE100 membership 
10.1% adoption
Long-term 
100% adoption by 2050
RE100 membership 
*1  vs. 2013,  *2  Scope 1 + Scope 2,  *3  Excluding carbon credits,  *4  Scope3 Category 1 + Category 11 
 
 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-1 
Environmental Action Plan 
Fujitsu Group Environmental Action Plan 
 
Operating Environment and Growth Strategy 
 
Changing Environmental Activities in Line with Our Business Model 
Transformation 
 
Originally a manufacturer of telecommunications equipment, Fujitsu developed into a global ICT enterprise with vertically 
integrated operations in three sectors: Technology Solutions offers a range of IT-based services and solutions, Ubiquitous 
Solutions designs and manufactures products such as PCs and mobile phones, and Device Solutions is responsible for developing 
the semiconductor business. Structural reforms undertaken since FY 2015 have channeled most management resources into the 
core sector of Technology Solutions. In FY 2019, Fujitsu repositioned itself as a Digital Transformation (DX) enterprise that aims to 
make full use of digital technologies in the creation of innovative services and business processes. 
The nature of the Fujitsu Group’s environmental impact has changed as a result of this modified business model. As an example, 
most energy consumption in the past was linked to the manufacture of PCs and our semiconductor and electronic component 
operations, but that requirement is declining significantly. Conversely, the expansion of cloud computing and the Internet of 
Things (IoT) is driving increased power consumption in data centers, and this growing trend is expected to continue. We are 
therefore focusing at present on energy conservation, efficiency enhancements and the use of renewable energy in our data 
centers. In this way, the Fujitsu Group implements environmental activities that respond to the demands of society while also 
supporting the corporate growth strategy. 
 
Operating as a Responsible Global Corporate Citizen 
 
Recent years have seen a further ramping up of demand for initiatives aimed at building sustainable communities on a global 
scale, including the adoption of the Sustainable Development Goals (SDGs) by the United Nations and the coming into effect of 
the COP 21 Paris Agreement. The Fujitsu Group employed a materiality analysis in a Groupwide review designed to enhance the 
effectiveness of activities that aim to contribute to sustainable development. This analysis identified seven priority issues 
including the environment; human rights, diversity and inclusion; wellbeing; and supply chain. The result is a unified framework 
under the banner of Global Responsible Business (GRB), which will oversee activities that strengthen initiatives in non-financial 
areas while striving for ‘sustainability management’ worthy of a responsible global corporate citizen. 
 
History of the Environmental Action Plan 
 
Environmental Awareness Contributes to Sustainability for Our Customers and 
Society 
 
The Fujitsu Group has formulated an Environmental Action Plan since 1993 and continues to broaden the scope of its 
environmental activities. Between stages I and V (FY 1993-2009) the objective was to significantly reduce the environmental 
impact of the Fujitsu Group itself. Far-reaching measures were implemented throughout our factories and offices to cut CO2 
emissions and chemical pollutants, to reduce waste, and so on. In stage VI (FY 2010-2012), we expanded the focus of our 
activities to three important initiatives. In addition to strengthening measures to lessen our own impact on the environment, we 
supported similar efforts by customers and society as a whole and also took on the challenge of conserving biodiversity. 
During stages VII and VIII (FY 2013-2018), we clearly demonstrated our intention of using technology to contribute to the 
resolution of environmental challenges for our customers and society. To further reduce our own environmental footprint, we 
extended activities to include key partners and the whole supply chain. The Fujitsu Group will continue responding to the 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-2 
demands of changing times and will deepen and further develop its environmental activities with the goal of helping to create a 
sustainable and rewarding society. 
 
Fujitsu Group Environmental Action Plan (Stage X) 
 
Strengthening Our Response to Global Societal Challenges 
 
The Global Risks Report 2021 (*1) ranks as major risks, by likelihood of occurrence and by impact, climate-related matters 
including climate change, resource circulation and biodiversity loss. Regarding climate change, the IPCC’s special report Global 
Warming of 1.5°C (*2) recommends a more rapid transition to a decarbonized society. The global initiative Science Based Targets 
set a goal for reductions in greenhouse gas (GHG) emissions to limit global warming to 1.5°C and called on companies to set 
their own ambitious targets. 
In terms of resource circulation, the issue of waste plastics is a global concern and the use of plastics is being questioned in Japan 
and elsewhere. As for biodiversity, when considering a post-2020 biodiversity target, we are discussing ways of reducing negative 
impacts on biodiversity throughout our supply chain. 
Given this background, the Fujitsu Group has specified targets that address the three global societal challenges of climate 
change, resource circulation and living in harmony with nature (conservation of biodiversity). As we undertake workstyle reforms 
and restructure our business operations, we will focus on these targets over the two-year period from FY 2021 to FY 2022 by 
working to minimize negative environmental impacts in the supply chain. 
 
*1 
An annual report issued by the World Economic Forum that lists, by likelihood and by impact, the major risks facing the world. 
*2 
A special report issued by the Intergovernmental Panel on Climate Change (IPCC). This report was submitted to the 48th Session of the 
IPCC in October 2018. 
 
 Key Topics :  
As we enter the era of a ‘new normal’, we have set targets in line with the societal challenges of climate change, resource 
circulation and living in harmony with nature.  
 Climate Change : Strengthening our commitment to meet the target of limiting global warming to 1.5°C 
 Resource Circulation : Maintaining and enhancing efforts in the areas of resource-saving product design (with an 
emphasis on reducing the use of plastics) and water risk assessments throughout the supply chain 
 Living in harmony with nature : Based on global trends, a new target to visualize impacts on biodiversity 
 
 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-3 
 Target Period 
The two-year period from FY 2021 to FY 2022 
 
 
 
Climate Change 
1. Reduce greenhouse gas (GHG) emissions from business sites each year by 4.2% or more, compared with the base year of 
FY2013 
2. Improve PUE (*3) (Power Usage Effectiveness) of our data centers by 3%, compared with FY 2017 
3. Increase renewable energy usage to 16% of total electricity 
4. Reduce CO2 emissions due to power consumption during product usage by 17% or more, compared with FY2013 
5. Drive activities to reduce CO2 emissions in the upstream supply chain. 
 
*3 
PUE (Power Usage Effectiveness): An indicator of the efficiency of electric power usage by the data center. This value is calculated by 
dividing the data center's total electric power consumption by the electric power consumption of servers and other ICT devices. The closer 
the value is to 1.0, the higher is the efficiency. 
 
Resource Circulation 
6. Promote eco design for resource saving and circulation and increase resource efficiency of newly developed products by 10% 
or more, compared with FY 2019 
7. Reduce water usage by 30,000 kiloliters or more by implementing water resource conservation measures 
8. Reinforce awareness of the need to conserve water resources in the upstream supply chain 
 
Living in harmony with nature (Conservation of Biodiversity) 
9. Visualize and reduce the impact of corporate activities on ecosystems and on biodiversity 
 
For details on the Fujitsu Group Environmental Action Plan Stage IX (FY 2019 and FY 2020), please click here. 
https://www.fujitsu.com/global/about/environment/approach/plan/stage9/ 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-4 
Environmental Action Plan 
Fujitsu Group Environmental Action Plan (Stage IX) 
 
The Fujitsu Group formulated Stage IX of its Environmental Action Plan (FY 2019-2020) based on a structure of four critically 
important categories. To address issues in the supply chain and in three areas of societal challenge, namely climate change, 
resource circulation and the SDGs, a total of 11 targets were set. The results for each target are shown in the table below, and we 
were able to achieve all the targets. Please refer to the following pages for a detailed approach to them. 
 
 
Targets (till the end of FY 2020) 
Results for FY 2020 
Climate Change 
 
1. Reduce greenhouse gas (GHG) emission from business sites 
by more than 14% (compared to FY2013). 
Reduce GHG emission by 2.1% year-on-year through voluntary 
efforts. 
32.7% reduction and 2.4% reduction through 
voluntary efforts 
2. Improve PUE (Power Usage Effectiveness) of our data centers 
by 2% or more compared to FY 2017. 
2.0% improvement 
3. Increase renewable energy usage by more than 20% 
compared to FY2017. 
22.2% increase 
Resource Circulation 
 
4. Promote eco design for resource saving and circulation and 
increase resource efficiency of newly developed products by 
25% or more (compared to FY 2014). 
27.5% increase 
5. Reduce amounts of waste generated by an average of more 
than 5% compared to FY 2012-2014 (14,226 t/year). 
34% reduction 
6. Maintain over 90% resource reuse rate of business ICT 
equipment. 
91.6% achievement 
7. Reduce total water usage by 1% compared to FY2017. 
2.2% reduction 
8. Limit the release of chemical pollutants (PRTR) to less than 
the average of FY 2012-2014 (Target 17.4t/year or less). 
6.1 tons 
Supply Chain 
 
9. Reduce CO2 emission due to power consumption during 
product usage by more than 14% (compared to FY2013). 
37% reduction 
10. Drive activities to reduce CO2 emissions and conserve water 
resources in the upstream supply chain. 
 Reducing CO2 emissions: Requests to implement 
reduction activities were relayed via the Fujitsu 
Group’s key partners (approximately 700 
companies) to secondary partners (more than 
60,000 companies). 
 Conserving water resources: Completed requests to 
the Fujitsu Group’s key partners (approximately 700 
companies) to undertake activities. 
SDGs 
 
11. Contribute to the achievement of SDGs through ICT services. 
Shifted to online presentations and education etc. 
both internal staff initiatives and external business 
promotion initiatives, and implemented 39 measures.
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-5 
Environmental Action Plan 
Climate Change 
 
External Trends 
 
Cutting GHG Emissions to Ensure a Global Temperature Rise of Less than 2℃ 
 
The Paris Agreement, adopted in December 2015, set out a long-term, shared worldwide goal of limiting the average global 
temperature increase to less than 2°C over pre-Industrial Revolution temperatures (hereafter referred to as the 2°C target), as well 
as the goal of carbon neutrality (zero real emissions) by the second half of this century. Correspondingly, moves aimed at 
achieving a decarbonized society have been accelerating on a global scale. 
The Task Force on Climate-related Financial Disclosures (TCFD) was established in December 2015 by the Financial Stability 
Board, which includes participants representing central banks, financial regulatory authorities and finance ministries from major 
countries. The TCFD requests companies to use climate scenarios such as the 2°C target to evaluate the climate-related risks and 
opportunities to their business and to assess and disclose the financial impact. Various international initiatives have also been 
launched, such as Science Based Targets (SBT), which calls for corporate emissions reduction goals designed to meet the 2°C 
target, and RE100, which calls for companies to source 100% of the electricity they use from renewable energy. Furthermore, 
CDP(*1), which runs the global disclosure system for investment that takes into account Environmental, Social and Governance 
(ESG) factors, requests that companies reduce GHG emissions by at least 2.1% year-on-year through voluntary efforts. 
 
*1 
CDP: 
An international not-for-profit organization providing the only global system for companies and cities to measure, disclose, manage, and 
share vital environmental information. CDP works with major institutional investors around the world to encourage companies to disclose 
their impact on the environment and natural resources and to adopt measures that mitigate the impact. 
 
Fujitsu’s Position 
 
GHG Reductions are a Critical Issue for the Fujitsu Group 
 
The Fujitsu Group, as an entity with global operations, is fully aware that climate change is a serious worldwide issue that spans 
national and regional boundaries. For example, disasters triggered by climate change can disrupt procurement, logistics and 
energy supply networks, which in turn interrupts the process of supplying materials and energy to business sites. Regulations 
governing GHG emissions have an impact on the development and production of products and services, and any delays in 
responding to requirements can lead to lost business opportunities. 
Since launching the Fujitsu Group Environmental Action Plan, we have treated the reduction of GHG emissions as a critical issue 
and worked to achieve the defined targets. 
Most of the GHG emissions generated by the Fujitsu Group derive from purchased electricity, not from the combustion of oil or 
gas. Advances in 5G technology will lead to the expansion of cloud computing, IoT and mobile communications, thereby spurring 
increased power consumption in data centers, and this growing trend is expected to continue. We are therefore focusing on 
reducing power consumption by conducting energy conservation audits and regular power usage checks in our data centers, as 
well as in our factories and production lines in Japan and elsewhere. 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-6 
Approach under the Fujitsu Group Environmental Action Plan 
(Stage IX) 
 
Focusing on Enhancing Data Center Efficiency and Expanding the Use of 
Renewable Energy 
 
Fujitsu joined and registered for SBT and RE 100 relatively early compared to other companies in Japan. We specified our 
medium- to long-term targets with SBT as “to reduce GHG emissions from our business sites by 33% by FY 2030 and 80% by FY 
2050 in comparison to FY 2013(*2)”, and with RE100 as “to set a target to source 100% renewable electricity by 2050, with an 
interim target of 40% by 2030. In the Fujitsu Group Environmental Action Plan (Stage IX), we have set targets and measures 
based on these medium- to long-term targets. 
The Fujitsu Group Environmental Action Plan (Stage IX) stipulates that we will “reduce greenhouse gas (GHG) emission from 
business sites by more than 14% (compared to FY2013) and reduce GHG emission by 2.1% year-on-year through voluntary 
efforts”. During the past two years, our voluntary efforts have led to GHG emission reductions in excess of 2.1% over the previous 
year. However, this improvement is primarily due to gains at specific facilities. To continue this positive trend it is crucial to 
enhance the power usage effectiveness (PUE) at data centers and to expand the use of renewable energy. In addition to 
conventional approaches for local cooling using aisle capping, we plan to further reduce power consumption in our data centers 
by boosting the efficiency of air conditioning equipment through the AI-controlled introduction of external air. Furthermore, we 
will deploy real-time visualization of the biased heat distribution in our data centers, not only in Japan but also elsewhere, and 
ensure appropriate heat distribution by optimizing the temperature of air supplied from the air conditioners and by adjusting fan 
speeds. In terms of renewable energy, Fujitsu intends to boost purchases of renewable energy certificates, after considering 
relevant regional characteristics and the economic feasibility, and to implement more on-site renewable energy capacity. Use of 
the Fujitsu Group’s leading-edge technological expertise in areas such as blockchain technology will also contribute to the spread 
and expansion of renewable energy. 
 
*2 
These were SBT certification for 2°C-aligned emissions reduction targets in May 2017. In April 2021, we revised the targets for its business 
sites in FY 2030 from 33% to 71.4% below FY 2013 levels, and these were successfully validated as 1.5 °C-aligned targets. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-7 
Environmental Action Plan 
Reducing Greenhouse Gas (GHG) Emissions 
at Our Business Sites 
 
Our Approach 
 
The Fujitsu Group considers the prevention of global warming an important issue. We have, therefore, formulated our medium- 
to long-term environmental vision, the FUJITSU Climate and Energy Vision, and aim to eliminate all CO2 emissions from our 
business activities by 2050. 
Among GHGs, our business sites (plants and offices, as well as datacenters) primarily emit CO2 when energy (electricity, fuel oil, 
gas) is used, and perfluorocarbons (PFCs), hydrofluorocarbons (HFCs), sulfur hexafluoride (SF6) and nitrogen trifluoride (NF3) 
during the semiconductor manufacturing processes. We will set reduction targets in addition to complying with the relevant laws, 
and we are striving to reduce and control the volume of use and emission of these gases. 
 
Reducing CO2 Emitted During Energy Consumption 
 
About 99% of the Fujitsu Group’s total GHG emissions arise from CO2 emissions due to energy consumption. Therefore, we 
continuously promote the following energy-saving measures to reduce CO2 emissions. 
 
 Appropriate operation of equipment, improvement in management, and energy-saving measures focused on motive-power 
facilities (introduction of free cooling, inverters and energy saving equipment, fuel conversion, etc.) 
 Increasing efficiency by reviewing the manufacturing process (innovations in production, development of green production 
technology) 
 Maintaining appropriate room temperature for office air conditioning, saving electricity used in lighting and office 
automation equipment 
 Measuring energy consumption for visualization and promoting use of the data so collected 
 
Reducing Emission of GHGs Other Than CO2 
 
As for GHGs other than CO2, the Fujitsu Group mainly uses perfluorocarbons (PFCs), hydrofluorocarbons (HFCs), sulfur 
hexafluoride (SF6) and nitrogen trifluoride (NF3) at the semiconductor divisions. We are taking continuous steps to switch to 
gases with lower global warming potential (GWP) and install equipment to remove harmful gases in our new and existing 
production lines. 
 
FY 2020 Performance 
 
Targets under the Fujitsu Group Environmental Action Plan (Stage IX) 
Last fiscal year 
(FY2020 result) 
Reduce GHG emissions of our business sites by 14% or more (compared to FY 2013) (*1) 
Reduction by 32.7% (*2) 
Through our own efforts, reduce GHG emissions by 2.1% or more compared to last FY 
Reduction by 2.4% 
*1 
Target organizations: Business sites owned by Fujitsu and the Fujitsu Group. Includes major data centers. 
*2 
Reduction rate based on market standards 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-8 
Promoting Reduction in CO2 Emitted During Energy Consumption 
 
We continue to invest in energy-saving equipment (introduction and upgrade of BAT (*3) equipment, mainly for air conditioning 
and lighting) and ensure their appropriate operation at the facilities at all business sites. We are also streamlining our 
production processes, saving electricity used for air conditioning, lighting and automation in offices, making energy consumption 
visible, and leveraging measurement data. 
For instance, regarding our investment in air conditioners for 
server room expansions at the Yokohama System Center, by 
adopting equipment that is highly efficient, we contributed to 
reducing emissions by 1,548 tons-CO2 in comparison to 
conventional air conditioners. We also improved facility 
operations at the Tatebayashi System Center (1,261 tons-CO2) 
by controlling the number of air conditioners, reviewing their 
operation, suspending operation of pumps and air conditioning 
devices, and taking other measures. Through our own efforts, 
we carried out measures to reduce our emissions by roughly 
19,000 tons-CO2 (2.4% in comparison to last fiscal year). 
As a result of these initiatives, we reduced our GHG emissions according to market standards in keeping with SBT, which is an 
objective in the Environmental Action Plan (Stage IX), by 32.7% in comparison to our emissions in FY 2013. 
 
*3 
BAT (Best Available Technologies): Usable state-of-the-art technologies to reduce GHGs. 
*4 
Environmental Action Plan (Stage IX) performance values for the reference year (FY 2013) and FY 2020 are the total values for business 
sites targeted by the Environmental Action Plan (Stage IX). 
*5 
CO2 conversion factors of purchased electricity are market standards in keeping with SBT for both the reference year (FY 2013) and FY 2020 
performance values. 
 
Total Emissions of 658 thousand Tons in FY 2020 
 
Our total GHG emissions in FY 2020 were 658 thousand 
tons-CO2
★(output level per sales amount: 18.2 tons-
CO2/100 million yen). They increased overseas due to 
boundary changes (additions of DC with management 
authority), but decreased by 18.0% in comparison to FY 
2019 for reasons such as the business transfer of our 
semiconductor division. 
 
 
 
 
 
 
 
*6 
CO2 emissions in Japan and overseas: The CO2 conversion factor for purchased electric power in performance reports has been calculated 
with a fixed value of: 
In Japan - 0.570 tons-CO2/MWh from FY 2013 to FY 2015, 0.534 tons-CO2/MWh for FY 2016, 0.518 tons-CO2/MWh for FY 2017, 0.497 tons-
CO2/MWh for FY 2018, 0.461 tons-CO2/MWh for 2019, and 0.444 tons-CO2/MWh for FY 2020 
Overseas – Same coefficients as those used in Japan from FY 2013 to FY 2018, and the latest IEA values (by country ) for the relevant FY 
from FY 2019 onwards 
*7 
Emissions other than CO2: These are converted to equivalent amounts of CO2 using the global warming potential (GWP) for each gas. 
 
 Case Studies 
https://www.fujitsu.com/global/about/environment/ghg/case-studies/ 
★Indicator assured by third party
★
(*6)
(*7)
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-9 
Environmental Action Plan 
Improve Power Usage Effectiveness (PUE) 
at Our Data Centers 
 
Our Approach 
 
Energy consumption in data centers is on the rise, due to factors such as the spread of cloud computing, and society is paying 
greater attention to the environmental performance of data centers. 
Data centers account for approximately 40% of the CO2 emissions (FY 2020) for each business in the Fujitsu Group. Since data 
center CO2 emissions are expected to continue increasing along with the expansion of digitalization, the Fujitsu Group has a 
social responsibility to promote environmentally friendly data centers. At the same time, in terms of enhancing our business 
infrastructure, it has also become an important topic that we should work on from a long-term perspective. 
 
FY 2020 Performance 
 
Targets under the Fujitsu Group Environmental Action Plan (Stage IX) 
Last fiscal year (FY2020 result) 
Improve PUE (*1) at data centers by 2% or more. (Compared to FY 2017) 
PUE 1.56 - Improvement of 2.0% 
 
*1 
PUE(Power Usage Effectiveness): 
An index for power usage effectiveness at data centers. Expresses overall power consumption at data centers as a value divided by the 
power consumption of servers and other ICT devices. The closer the number is to 1.0, the greater the efficiency. 
 
Promoting Activities to Achieve Our Goals 
 
We are moving forward with activities to improve PUE at data centers in Japan and around the world, based on the Fujitsu Group 
Environmental Action Plan. 
Continuing from last year, some of our activities were restricted in FY 2020 due to the impact of the global spread of COVID-19, 
but overall, we carried out updates to air conditioning equipment and implemented extensive energy saving, and we were able 
to achieve our goals for FY 2020. Mainly, we are attempting to reduce air conditioning power usage by striking a proper balance 
between the amount of heat generated by IT equipment and cooling capacity. In terms of cooling capacity, we check and 
evaluate whether the air conditioning equipment is performing according to its specifications, review the air conditioning 
controls, and improve the coolant functions. In FY 2019, we achieved a 90% implementation rate for nine operational 
improvement measures in total (measures to prevent hot spots and improved airflow, among others), and the impact of that 
maintenance also contributed greatly to achieving our goals. Furthermore, we are also working to expand our use of renewable 
energy, with the aim of achieving RE100 (*2) in tandem with our energy conservation activities, and we announced in February 
2020 that we would operate 100% of the "FJcloud" with renewable energy by FY 2022. 
 
*2 
RE100: 
An international initiative which aims for 100% of power usage to be derived from renewable energy. The Climate Group, an NGO, 
operates the RE100 in partnership with the CDP. 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-10 
PUE values and calculation methods 
 
PUE Value 
PUE calculation method, other 
Range: 1.35 to 2.10 
No. of data centers: 25 
 Apply the Green Grid 
 Work to implement improvements using DCMM 
DCMM: Data Center Maturity Model 
 
Examples of Initiatives in FY 2020 
 
Making Energy Use for Cooling More Efficient Through AI-Controlled Air 
Conditioning 
 
We began full-scale operations in the first half of FY 2019 at one major data center in Japan, and have covered approximately 
60% of all server rooms by AI controls. We reduced the overall energy used for air conditioning by 15-20%, and we plan to 
continue the rollout to include other data centers in FY 2021. 
 
 
 
Promoting Improvements through Better Information Sharing with Overseas 
Data Centers 
 
In order to coordinate our PUE improvement activities with overseas data centers and further enhance our activities, we are 
striving to share information via the company intranet and conducting regular meetings remotely. We are planning to take the 
methods for assessing improvement effects and the knowledge gained at each location, and share that information with data 
centers across the entire Fujitsu Group, so that improvement activities will progress more smoothly in the future. 
 
 Case studies 
https://www.fujitsu.com/global/about/environment/pue/case-studies/ 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-11 
Environmental Action Plan 
Expand the Use of Renewable Energy 
 
Our Approach 
 
The popularization and widespread use of renewable energy is becoming increasingly necessary as a way of addressing global 
warming, securing stable energy supplies through the diversification of our energy sources, and as an energy-based foundation 
for economic growth. 
The Fujitsu Group has established an environmental vision aimed at realizing a decarbonized society. The main pillars for this 
vision are a dedication to energy conservation, and the active implementation of renewable energy. To achieve this vision, we 
have set quantitative targets under the Environmental Action Plan, and are actively promoting the introduction and installation 
of solar power generation equipment at our business sites, as well as the purchase, use, and expansion of green power (electric 
power generated through 100% renewable energy). 
 
FY 2020 Performance 
 
Targets under the Fujitsu Group Environmental Action Plan (Stage IX) 
Last fiscal year (FY2020 result) 
Expand the amount of renewable energy used by 20% or more in 
comparison to FY 2017 
Renewable energy use grew by 22.2% 
 
Environmental Action Plan (Stage IX) Initiatives 
 
With the aim of achieving the Fujitsu Group’s medium-term environmental goal of “using more than 40% renewable energy in FY 
2030), we set a FY 2020 target under the Fujitsu Group Environmental Action Plan (Stage IX) of expanding the amount of 
renewable energy we use by 20% or more in comparison to FY 2017. In FY 2020, through the purchase of green power and power 
generation through solar panels, our renewable energy use grew by 22.2% in comparison to FY 2017. 
We will continue to work toward the implementation of renewable energy in both our domestic and overseas business offices, in 
order to further our purchase and usage of renewable energy. 
 
 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-12 
Renewable Energy Procurement Principle 
 
Mandatory Requirement 
 Renewable energy that can be reported through RE 100 activities 
 Power sources are Solar、Wind-power、Geothermal、Biogas、Small-hydro etc. 
 Environmental value (renewable attribute) can be pursued and verified 
 No double counting of environmental value 
Ex.）Amortization of environmental value of renewable energy, to be executed through the system of public 
agency 
 
Recommended Requirement 
 The electric power, in which power consumption to be combined with environmental value 
 The electric power, in which grid power and environmental value certification to be one set (The renewable energy 
to be generated in the same grid) 
 Power balancing to be managed. In time of emergence, minimum gap of power consumption and environmental 
value to be generated ( within one year etc.） 
 To select the renewable energy, by which we can contribute to local society 
 For example, by selecting the renewable energy in the same area as grid consumption, we can make “Local 
generation for local consumption” possible. 
Or to support the power generation company which makes effort to enlarge renewable energy power  
 To procure the power from relatively new sites, in order to contribute the enlargement of renewable energy (Additionality) 
 To promote new project conjuncture, then to procure the power from it, we can contribute to increase the capacity of 
renewable energy of whole society 
 To procure from the power generation site which was developed and constructed with the agreement of local society 
 To avoid making significant impact to the environment or society in which the power generation site is located 
 
Examples of Initiatives in FY 2020 
 
Introduction of Green Power 
 
At Fujitsu, from FY 2020, we switched approximately 3 GWh of the 
electric power used at three system laboratories⁠—in Aomori, Kumamoto, 
and Oita⁠—to 100% renewable energy. 
 
 
 
 
 
 
 
 Case Studies 
https://www.fujitsu.com/global/about/environment/renewable-energy/case-studies/ 
Aomori system laboratory 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-13 
Environmental Action Plan 
Resource Circulation 
 
External Trends 
 
Strengthening Global Resource Circulation 
 
Goal 12 of the Sustainable Development Goals (SDGs), adopted by the United Nations in September 2015, is ‘Responsible 
consumption and production’. The actions urged to meet this goal include the efficient use of natural resources, the appropriate 
management of chemical substances and waste products throughout the entire product life cycle, and a significant reduction in 
the volume of pollutants emitted into the air, water, and soil. In December 2015, the European Union (EU) adopted its first 
Circular Economy Package, which included measures to boost the sustainable use of resources and recycling as well as to 
stimulate job creation. This was the start of an ongoing EU program of specific policies and actions aimed at reducing 
environmental impact while also achieving economic growth. Given the global shift from a linear economic system to a circular 
one, there are expectations that companies will accelerate and broaden their efforts in resource circulation. 
 
The Problem of Plastic Waste 
 
According to a 2018 OECD report, the volume of plastic waste generated globally jumped six-fold between 1980 and 2015 – from 
about 50 million tons to about 300 million tons – and the increase in plastic use and improper disposal were highlighted as having a 
serious impact on the environment. It has become widely recognized in recent years that a global response is needed to deal with 
the problem of marine pollution caused by plastic waste dumped at sea, and countermeasures are being taken. China and various 
other countries previously accepted plastic waste as a resource but are now imposing import bans or restrictions. These moves have 
triggered business risks, such as rising treatment costs and difficulties in securing partners to process plastic waste. 
 
Fujitsu’s Position 
 
Aiming for Resource Circulation 
 
The Fujitsu Group has a long-standing commitment to the “three R’s” (reduce, reuse, recycle) relating to plastics and other 
resources. We are continuing to promote the use of recycled plastics in our ICT products, switch from plastic to cardboard 
packaging materials, and reduce the number of components used in our products while making them smaller, thinner, and 
lighter. Another focus for Fujitsu is the recycling of resources from used ICT products and from waste generated at business sites. 
Changes in our business model are resulting in reduced volumes of waste, but we will bolster our efforts to further limit waste 
and recycle resources in order to make a stronger contribution to a society oriented toward resource circulation. 
 
Approach under the Fujitsu Group Environmental Action Plan (Stage IX) 
 
Focusing on Plastic Waste and Contributing to Resource Circulation 
 
Reducing the volume of plastic waste, which accounts for approximately 20% of the total waste generated by the Fujitsu Group, is 
a key focus in the Fujitsu Group Environmental Action Plan (Stage IX). We plan to promote material recycling and reuse activities 
involving our suppliers, primarily by targeting plastic packaging materials used with purchased components. 
We will further reduce the amount of non-plastic waste that is generated and continue to conserve and recycle the resources 
used in products. To ensure continuing improvements, the Fujitsu Group will also strictly control the volumes of water and 
chemical substances both used and emitted, which are environmental issues that companies must address on an ongoing basis. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-14 
Environmental Action Plan 
Improving the Resource Efficiency and Resource Circulation of 
Products 
 
Our Approach 
 
As risks that threaten the sustainability of society and companies continue to rise, such as environmental destruction due to 
resource depletion and excessive mining, major fluctuations in resource costs around the world, and concerns about the supply of 
rare metals, the European Commission (EC) has established a new Circular Economy Action Plan (2.0) as a growth strategic pillar 
of the European Green Deal, and is moving forward with measures to accelerate further implementation of resource efficiency 
into society. For example, the EC has proposed the Circular Electronics Initiative as a priority area, as well as maintenance for the 
eco design directive, and is promoting a circular economy through the entire life cycle of products. This is a growing trend all over 
the world. We believe that from the perspective of recycling resources, it is important for us to make efficient use of the resources 
in the ICT products that we provide to customers. We have engaged in a 3R design that draws on the principles of reduce, reuse, 
and recycle, and have developed our products with technology that is effective in reducing the amount of resources we use. We 
are also making efforts to improve resource efficiency and reduce our environmental burden by designing products to be lighter 
and smaller, using recycled plastics, reducing the number of parts, enhancing ease of disassembly, and improving recyclability. 
Our goal is to offer such products so that they provide even the customer with benefits, whether it be by making these products 
smaller, more lightweight, or designing them so they take up less space. 
 
FY 2020 Performance 
 
Targets under the Fujitsu Group Environmental Action Plan (Stage IX) 
Last fiscal year (FY2020 result) 
Promote eco design for resource saving and circulation, and increase resource 
efficiency of newly developed products by 20% or more (compared to FY 2014). 
Improved by 27.5% 
 
Improving the Resource Efficiency of New Products 
 
In FY 2012, the Fujitsu Group created its own definition of resource efficiency, as the Group had previously not had a system that 
could comprehensively and quantitatively evaluate improvements in resource efficiency, and due to the fact that there were as of 
yet no public indices that could measure resource efficiency. 
In FY 2020, we continued to use our indicators to evaluate products newly developed by Fujitsu, and worked to reduce product 
part quantities and reduce product size through smaller, thinner, and lighter parts and higher-density mountings. 
 
Achieved 27.5% Improvement in Resource Efficiency 
 
By reducing the size and weight of our servers, PCs, network devices, and imaging devices, we were able to achieve an improvement 
in resource efficiency of 27.5%, against the 25% target value we set for FY 2020 in the Fujitsu Environmental Action Plan. 
 
Working Toward Our Targets 
 
To achieve the targets set in the Fujitsu Group Environmental Action Plan, Fujitsu will continue current initiatives, while 
expanding development of new lightweight, rigid materials and the use of recycled materials. We will also widely publicize the 
eco-friendliness of our products in order to expand sales. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-15 
 
Definition and Calculation of Resource Efficiency 
 
 
 
 
Examples of Initiatives in FY 2020 
 
The LIFEBOOK U7511/G Laptop, Which Strikes a Balance between Convenience 
for Mobile Workers and Resource Efficiency 
 
The LIFEBOOK U7511/G is a laptop aimed at mobile workers. Weighing in 
at a light 1.32 kg(*1), and its 15.6-inch liquid crystal display is easy to 
work with. This makes it possible for the laptop to have the lightness 
needed by mobile workers, while also improving work productivity. 
Furthermore, to go along with the implementation of a BIOS tampering 
check and self-recovery functions, a fingerprint sensor, palm vein sensor, 
and smart card slot can be installed to provide optimal security measures 
in response to the usage environment and the kind of work. In terms of 
environmental friendliness, the installation of an Intel® Core™ i5 processor 
(Tiger Lake), a narrow-frame design that reduces the size of the case, and 
the use of recycled plastic for some parts of the case have achieved 
resource efficiency of 26.1%, while improving the laptop’s functions in 
comparison to conventional models. Additionally, by designing the model with energy conservation in mind, we have achieved 
compliance with the International Energy Star Program, as well as "AA" energy consumption efficiency (FY2022 standard) based 
on the Energy Conservation Act. 
In addition to this, ScanSnap iX1600/1400, the personal document scanner targeted at individuals, has adopted recycled plastic 
materials made from recovered PET bottles for product parts. Thus, we have been contributing to lessening our environmental 
impact also in terms of parts. 
 
*1 
Product weight is the weight (average value) with a standard battery installed. 
 
 Case studies 
https://www.fujitsu.com/global/about/environment/energy-efficiency/case-studies/ 
LIFEBOOK U7511/G 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-16 
Environmental Action Plan 
Limiting the Amount of Waste Generated 
 
Our Approach 
 
The Fujitsu Group considers wastes as valuable resources and has continued to work toward recovering resources from its waste or 
using the waste as a source of energy. In Japan, our volume of final waste disposal has been decreasing every year. However, the 
environment surrounding waste disposal remains challenging as building new disposal sites is difficult and the existing ones 
have limited lifespans. 
We are actively working to install new equipment and reuse waste with the objective to reduce the amounts of waste acid, waste 
alkali and sludge generated in the production of semiconductors and printed circuit boards. These efforts are in line with Japan's 
Fundamental Law for Establishing a Sound Material-Cycle Society to (1) reduce waste generated, (2) reuse it, (3) recycle it and 
(4) recover heat from it. 
We have also established the company-wide Standards for Consignment of Waste Disposal to properly dispose of waste, based on 
the Waste Management and Public Cleansing Law. 
 
On-site Audits for Outsourcing Contractors 
 
We conclude contracts with waste processing companies. These contracts are common for the whole Fujitsu Group. We conduct 
on-site audits of the waste processing companies with which we have contracts to periodically confirm that waste is being 
appropriately processed. If multiple business sites have contracts with the same processing company, then a representative 
business site conducts on-site audits based on the representative auditing regulations. In other cases, each business site 
individually conducts audits to confirm that waste processing is appropriate. 
 
FY 2020 Performance 
 
Targets under the Fujitsu Group Environmental Action Plan (Stage IX) 
Last fiscal year (FY2020 result) 
Reduce the amount of waste generated by 5% or more of the average amount 
generated from FY 2012 to FY 2014 (Target 14,226 t/year or less)(*1) 
34% reduction 
*1 
Target organizations: Fujitsu and Fujitsu Group manufacturing sites 
 
Promoting Measures to Reduce Waste Generation and Plastic Waste 
 
Starting in January 2020, Fujitsu I-Network Systems Ltd. has taken parts reels, which had previously been waste material, and 
converted them into valuable resources. By doing so, it was able to reduce the amount of waste it generated by 7.6 tons in FY 
2020. In addition, as a new measure to reduce the amount of waste plastic we generate at our Oyama Plant, starting in FY 2020, 
we began collaborating with external reuse companies to partially reuse the IC trays that are used when procured parts are 
delivered, and were able to reduce the amount generated by 10.7 tons. As a result of these initiatives, we could achieve our 
target by reducing the amount of waste we generate to 9,867 tons (basic unit per sales amount: 0.27 tons/100 million yen). 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-17 
 
 
Breakdown of Waste Generated, Effective Use, and Final Disposal (in tons) 
 
Type of Waste 
Waste Generated 
Effective Use 
Final Disposal 
Sludge 
1,275 
1,185 
90 
Waste oil 
1,021 
1,010 
12 
Waste acid 
1,055 
1,052 
3 
Waste alkali 
1,653 
1,576 
77 
Waste plastic 
2,177 
2,130 
47 
Waste wood 
463 
429 
35 
Waste metal 
628 
628 
0 
Glass/ceramic waste 
228 
225 
3 
Other(*2) 
1,367 
1,234 
133 
Total 
9,867 
9,467 
399 
 
*2 
Other includes general waste, wastepaper, septic tank sludge, cinders, rubble, textile waste, animal and plant residue, and infectious 
waste. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-18 
Environmental Action Plan 
Product Recycling 
 
Our Approach 
 
The Fujitsu Group's product recycling programs are based on Extended Producer Responsibility (EPR) and Individual Producer 
Responsibility (IPR). EPR holds that producers bear responsibility for products, from design and manufacturing to disposal and 
recycling. IPR holds that producers bear responsibility for their own products. IPR in particular has been a major challenge for the 
Fujitsu Group as we expand our business globally. However, we believe that responding to this challenge, and that of EPR, in 
collaboration with industry associations and governments, will allow us to help create a recycling-minded society that meets the 
requirements and demands of all stakeholders. 
The Fujitsu Group thus carries out recycling programs that comply with the laws and regulations of the various countries in which 
it operates. 
In Japan, Fujitsu is certified under the Industrial Waste National Permit System, which is based on the Act on the Promotion of 
Effective Utilization of Resources, and as such, accepts industrial waste and puts them through appropriate processing at Fujitsu 
recycling centers across Japan. We also try to do as much collection, reuse, and recycling as we can, even in countries where 
recycling is not obligatory. 
 
FY 2020 Performance 
 
Targets under the Fujitsu Group Environmental Action Plan (Stage IX) 
Last fiscal year (FY2020 result) 
Maintain over 90% resource reuse rate for business ICT equipment at Fujitsu 
recycling centers. 
Achieved a 91.6% resource reuse rate. 
 
Promoting Recycling of ICT Products 
 
The Fujitsu Group has built a recycling system that covers the entire country of Japan. We have worked steadily to implement 
Extended Producer Responsibility, providing safe and secure services with high resource reuse rates in order to promote the 
recycling of ICT products. We have, at the same time, also ensured thorough traceability and security of these processes. 
 
Achieved a 90% or Higher Reuse Rate 
 
We processed 2,991 tons of recycled ICT products (used ICT products for business applications) from corporate customers in Japan, 
and achieved a resource reuse rate of 91.6%. We have now also collected a total of 67,185 end-of-life PCs from individual 
customers. 
 
Changes in Resource Reuse Rates of End-of-Life Business ICT Products (Japan) 
 
FY 
2017 
2018 
2019 
2020 
Resource reuse rate(*1)(%) 
91.5 
91.7 
91.1 
91.6 
Amount processed (tons) 
3,844 
3,436 
3,210 
2,991 
*1 
Weight percent ratio of recycled parts and materials to end-of-life products. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-19 
Changes in Numbers of End-of-Life PCs Collected from Individual Customers 
(Japan) 
 
FY 
2017 
2018 
2019 
2020 
End-of-life PCs collected (units) 
59,144 
53,481 
58,560 
67,185 
 
Examples of Initiatives in FY 2020 
 
Helping build a sustainable future in the UK: Collaborative recycling projects 
with Heathrow Airport 
 
Fujitsu UK worked collaboratively with Heathrow Airport on two significant projects to 
help build a more sustainable future and help update Heathrow’s environmental 
standards. Together Fujitsu and Heathrow removed and recycled 24,250kg of fiber 
cabling. By updating the existing fiber standards to new Glass Reinforced Polymer (GRP) 
fiber cabling, this decreased the environmental impact of manufacturing Steel Wired 
Armoured (SWA) Cable, and also reduced chemical impact deployed at Heathrow. 
Supporting the Development and drive of sustainable water treatment, the Eastern 
Balancing Reservoir Project installed the longest single runs of new sustainable and 
non-toxic fiber cable across the airfield. The non-stop fiber replaced 10km of legacy 
copper cabling, of which all 11,354kg was then recycled. 
The circular nature of these collaborations generated a sum for the Heathrow 
Community Fund of £15,318. This gave enough funding for 6 community projects. As an 
example, the ‘Digital Inclusion’ project trained adults with learning disabilities in how to 
use computers and provided work experience within their community shop. This project 
also refurbished unwanted computers, taught the clients how to sell them online to make a profit, which then helps the scheme 
to continue. 
Other community projects included The Older people’s festival which funded 9 new raised beds for elderly gardeners, The good 
company Café, Change R&R and Feltham in Bloom were all assisted from the money generated from recycling the fiber and 
copper cables. 
 
Computer training through the ‘Digital Inclusion’ project 
Presentation of the Heathrow Community fund by CEO John 
Holland-Kaye(far left) and Stuart Birrell CIO (far right) 
 
“I also love the ‘circular’ nature of the collaboration – replacing old, unwanted IT infrastructure generates income to fund training 
for adults with learning disabilities in skills which enables them to recycle and sell old unwanted computers, and hence get into 
employment . The project really demonstrates the huge improvement in local communities that can be made by just pausing at 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-20 
the start of a piece of work and thinking ‘right, how can I maximize the benefit of this project.” 
Quote from HCT Director Dr Rebecca Bowden 
 
Refurbishment(*2) and Remarketing of old IT equipment in Germany 
 
With 20-years of recycling experience Fujitsu Technology Solutions (FTS) in Germany has a recovery rate of more than 90% with 
its take-back products, considerably more than the 75% in the legal direction. FTS have set ambitious KPIs for Refurbishment and 
Remarketing of old IT equipment inline with Fujitsu’s Global environment. Our commitments looks further to collaborate with 
diverse companies that positively impact society. FTS have an agreement with a refurbishment and recycling partner “AfB – 
Arbeit für Behinderte – Work for disabled people”. AFB is a large non-profit IT company, specialised in the extension of product 
lifecycles of used IT and mobile devices through high-quality refurbishment and remarketing. They offer multi-faceted jobs for 
people with and without disabilities. All of their work steps are designed barrier-free, promoting people’s potential and helping 
them realize their professional and personal goals with an optimum work-life balance. Throughout our partnership with AFB, 
Fujitsu have sponsored 63 jobs for people with disabilities over 2019 have contributed to saving 4,856,647 kg of iron equivalent 
resources and 3,413,304 kg of CO2 equivalents. 82 % of the devices collected from Fujitsu could be remarketed following data 
destruction, hardware testing and refurbishment. 
 
*2 
Refurbishment means that the manufacturer replaces deteriorated parts such as initial defects and used products and refurbishes them to 
make them look like new products. This is recommended as a resource utilization model in the circular economy. 
 
 
 
 Case studies 
https://www.fujitsu.com/global/about/environment/recycle/case-studies/ 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-21 
Environmental Action Plan 
Reducing the Amount of Water Used 
 
Our Approach 
 
The risk of a global water shortage is on the rise, due to such factors as climate change, the destruction of forests, and the 
economic growth and population boom in emerging and developing countries. Such a water shortage is a risk for companies as 
well, since it may very well affect the survival of their businesses. As such, it is important for us to recycle and reduce the amount 
of water we use. 
Since the Fujitsu Group uses particularly large amounts of water in the manufacture of semiconductors and printed circuit boards, 
we believe it is necessary to reduce our water consumption in these areas especially. In addition to our general water 
conservation efforts, we have also worked to reuse and recirculate water, through methods such as pure water recycling and the 
reuse of rainwater. We are continuing our efforts to effectively use water resources in the Environmental Action Plan (Stage IX). 
 
FY 2020 Performance 
 
Targets under the Fujitsu Group Environmental Action Plan (Stage IX) 
Last fiscal year (FY2020 result) 
Reduce water consumption by 1% in total, compared to FY 2017 (83,000 m3).(*1) 
2.2% reduction compared to FY 2017 
(180,000 m3 reduction) 
*1 
Target organizations: Japan; Fujitsu and Fujitsu Group offices (excluding data centers) 
 
Overseas; Fujitsu and Fujitsu Group manufacturing sites 
 
The policies we established in FY 2020 to reduce water usage include reducing the amount of water used in coating and cleaning 
processes, reviewing our water supply and wastewater through actions such as optimizing the water supply for our scrubbers, and 
reducing the amount of water supplied by introducing high-efficiency compressors, were implemented at each business site, 
plant, etc., so that we could make more efficient use of our water resources. As a result, we reduced our water use by 180,000 m3 
for the last year, and achieved 217% of the target value of 83,000 m3 which was set in the Fujitsu Group Environmental Action 
Plan (Stage IX). 
 
6.77 million m3 of Water Used in FY 2020  
(A 31.7% Reduction Compared to the Previous Fiscal Year) 
 
The total amount of water we used in FY 2020 was 6.77 million 
m3★(output level per sales amount: 188.6 m3/100 million yen), 
a 31.7% reduction compared to FY 2019. 3.69 million m3 of that 
usage was recycled water, which was a reduction of 21.2% in 
comparison to FY 2019. Since there was a decrease in the total 
amount of water we used, recycled water comprised 54.5% of 
our total water usage a 7.2%pt increase from FY 2019. 
★Indicator assured by third party 
 
 
 
 Case Studies 
https://www.fujitsu.com/global/about/environment/water-use/case-studies/ 
★Indicator assured by third party 
★
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-22 
Environmental Action Plan 
Limiting Chemical Substances Emissions 
 
Our Approach 
 
Here at the Fujitsu Group, we manage approximately 1,300 types of chemical substances, in order to prevent the risks associated 
with the use of toxic chemical substances (health issues, pollution of the natural environment, etc.). 
We operate a chemical information system called “FACE,” which we use to register and monitor chemicals at every site, manage 
Safety Data Sheet (SDS), control income and expenditures using purchasing data and inventory data, and boost our level of 
management and efficiency with respect to chemical usage. 
 
FY 2020 Performance 
 
Targets under the Fujitsu Group Environmental Action Plan (Stage IX) 
Last fiscal year 
 (FY2020 result) 
Reduce chemical pollutant (PRTR) release to less than the average level of FY 2012-2014 
(17.4 t/year or less). (*1) 
PRTR: 6.1 tons 
*1 
Target organizations: Fujitsu and Fujitsu Group manufacturing sites 
*The sites that handle less than 100 kg of chemical substances per year are excluded. 
 
Achieved Ongoing PRTR Substance Emission Target 
 
In FY 2020, we were able to limit our Group-wide chemical 
substance (PRTR) emissions to 6.1 tons, which is under the 
reference value set in the Environmental Action Plan (Stage 
IX). 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-23 
Environmental Action Plan 
Supply Chain 
 
External Trends 
 
Growing Calls for Activities and Reporting across the Entire Supply Chain 
 
Traditionally, companies have been held responsible for measuring and reducing their greenhouse gas (GHG) emissions in two 
broad areas: Scope 1 (direct emissions: from company factories, offices, etc.) and Scope 2 (indirect emissions at energy sources: 
from energy consumed by the company, such as electricity). Following the establishment of these standards, the basis of 
measurement expanded to include Scope 3 (other indirect emissions). This category encompasses all upstream and downstream 
business activities, such as the procurement, transportation, and usage of products and services. As a result, GHG emission 
reductions are now expected across the entire supply chain. It is becoming an increasingly common requirement to identify and 
disclose GHG emissions throughout the supply chain when conducting ESG evaluations for companies and when processing 
procurement orders for governments and public agencies. 
In addition, the TCFD recommendations(*1) call for measures to be taken against risks such as torrential rain and floods 
triggered by extreme and abnormal weather related to climate change. There are also growing calls to respond to and disclose 
potential risks faced not only by companies themselves but also by partners in their upstream supply chains. 
 
*1 
The Task Force on Climate-related Financial Disclosures (TCFD) issued a Recommendations Report in June 2017. The Financial Stability 
Board established the TCFD at the request of the Group of Twenty (G20) to reduce the risk of financial market instability linked to climate 
change. The report includes recommendations for companies and organizations to voluntarily identify and disclose information related to 
risks and opportunities posed by climate change. 
 
Fujitsu’s Position 
 
Management of the Upstream and Downstream Supply Chain is Critical 
 
When considering the lifecycle of Fujitsu’s business activities, approximately 90% of the Fujitsu Group's total GHG emissions are 
accounted for under Scope 3. Within Scope 3, the major sources of emissions are "purchased goods and services" and "use of sold 
products". These two categories make up around 90% of our Scope 3 emissions, so we set medium- to long-term SBT targets to 
focus on reductions in these two key areas. In dealing with upstream supply chains, Fujitsu is not only concerned with reducing 
CO2 emissions but also investigates the implementation status of water risk assessments by partners, from the viewpoint of 
business continuity planning. If floods or water shortages impact a partner who manufactures materials or components, it is 
possible that costs could increase while replacements are sourced, sales opportunities could be lost, and so on. 
In terms of downstream supply chains, global data traffic is continuing to increase, with the volume forecast to roughly double 
from 2018 to 2021, according to the 2019 edition of an annual information and communications white paper published by 
Japan’s Ministry of Internal Affairs and Communications (MIC). In the face of growing demand for data communications, we 
believe it is critical to develop products with even higher levels of energy efficiency. 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-24 
Approach under the Fujitsu Group Environmental Action Plan (Stage IX) 
 
Promoting Reduction of CO2 Emissions and Conservation of Water Resources in 
the Supply Chain 
 
In the Fujitsu Group Environmental Action Plan (Stage IX), we set a target to drive activities to reduce CO2 emissions and 
conserve water resources in the upstream supply chain. Regarding reductions in CO2 emissions, we have boosted our efforts to 
encourage not only our primary partners, but also our secondary partners through those primary partners, to undertake activities 
to cut their emissions. Furthermore, we intend to support our partners' emission reduction activities by providing advice on 
energy conservation and direct assistance based on our own experience in this field. As for challenges regarding water, we 
believe that appropriate measures are necessary to respond to the specific water risk situations of our partners, and we will work 
with them to assess and analyze water-related risks. In addition to our in-house initiatives, in FY 2018 we started collecting 
information and encouraging our partners to reduce CO2 emissions, mitigate water-related risks, and cut water usage volumes 
through the internationally standardized methodology of the CDP Supply Chain Program(*2). To address issues in the 
downstream supply chain, we will pursue the development of advanced energy-saving technologies to create products with lower 
power consumption requirements than in the past. 
 
*2 
CDP Supply Chain Program: One element of CDP’s services, this program requests companies and government-designated suppliers to 
respond to a questionnaire on environmental impacts in three areas – climate change countermeasures, water resource conservation, and 
forest preservation – and feedback is provided on the results. 
 
 
Fujitsu Group received the "A" in the "Supplier Engagement Rating" from the CDP 
 
The Fujitsu Group received the highest grade of A in the " Supplier Engagement 
Rating (SER) " from the CDP, an international NGO that conducts environmental 
information surveys and discloses information, and was certified as a "Supplier 
Engagement Leader Board". The assessment will be conducted with more than 
5,640 companies and organizations worldwide that have responded to the CDP's 
Climate Change Questionnaire from the perspectives of "supply chain 
engagement" "Calculation of scope 3 emissions" and "Governance". In 2020, only 
396 companies (top 7% of companies) received an A rating. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-25 
Environmental Action Plan 
Reduction of CO2 Emissions by Reducing Power Consumption 
When Using Products 
 
Our Approach 
 
As ICT grows more and more common, we expect there to be an increase in energy demand in proportion to the higher 
performance and higher-density integration of servers and other ICT products. Various countries and regions are also expanding 
their energy-related regulations for ICT products, and energy efficiency is taking on increasing social importance as a factor in 
energy label conformance and green procurement requirements. 
Here at the Fujitsu Group, we believe that we should work to improve the energy performance of our products during their use, in 
order to reduce GHG emissions. As such, we will actively implement energy-saving technologies and continue working to further 
improve the energy efficiency of products. Through these efforts, we will work to promote the development of products that 
contribute to reduced power consumption when in use. 
 
FY 2020 Performance 
 
Targets under the Fujitsu Group Environmental Action Plan (Stage IX) 
Last fiscal year (FY2020 result) 
Reduce CO2 emissions due to product power consumption by 14% or more in 
comparison to FY 2013. 
Reduced by 37% 
 
 
 
Fujitsu Group Environmental Action Plan (Stage IX) Initiatives 
 
Based on the Fujitsu Group’s medium-term environmental goal of “reducing CO2 emissions due to product power consumption in 
FY 2030 by 30% or more in comparison to FY 2013,” we set a target in the Fujitsu Group Environmental Action Plan (Stage IX) to 
reduce CO2 emissions due to product power consumption by 14% or more in comparison to FY 2013 in FY 2020, as a transitional 
year. To achieve this target, each business unit goals to improve the energy efficiency of products that were expected to be 
developed in FY 2019 and FY 2020, then worked to meet them. Applications of energy-saving technologies include new, high-
★
★Indicator assured by third party 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-26 
efficiency microprocessors and power supplies, energy-saving displays, optimized energy-saving controls, and the strengthening 
of power management features. In addition to these, we are actively pushing for the aggregation of LSIs, reductions in the 
numbers of components, and the implementation of eco-friendly devices. 
 
Attained a 37% Reduction in CO2 Emissions in Comparison to FY 2013 
 
In FY 2020, as a result of applying and expanding energy-saving technologies in our servers, PCs, network devices, and imaging 
devices, we were able to attain a 37% reduction in CO2 emissions in comparison to FY 2013. 
 
Working Toward Our Targets 
 
In order to achieve the targets set in the Fujitsu Group Environmental Action Plan (Stage IX), each unit will work to further 
develop products with improved energy efficiency. We will also implement advanced energy-saving technologies and expand 
their application to our products, as part of our cross-Group policy to improve energy efficiency. 
Looking toward the future, we aim to push the development of advanced eco-friendly devices, which will contribute to 
revolutionary improvements in energy efficiency, and aim for the products to be applied at an early stage. 
 
Examples of Initiatives in FY 2020 
 
Development of FRAM That Makes Maximum Memory Capacity and Industry-
Leading Level of Energy Efficiency 
 
FRAM(Ferroelectric Random Access Memory) is non-volatile memory 
which excels in terms of its guaranteed rewrite count, writing speed, 
and power consumption. In recent years, FRAM has also been used in 
wearable devices, industrial robots, and drones. 
In addition to having the largest memory capacity of any FRAM 
product guaranteed to operate at 125°C, the 4 Mbit FRAM 
MB85RS4MTY we developed is also guaranteed to have 10 trillion 
data write cycles. It is suitable for in-vehicle applications, such as 
advanced driver assistance systems (ADAS), and for use in industrial 
robots. 
From an environmental standpoint, by adopting commands that shift 
integrated circuits into a low power consumption mode called “deep 
power down mode,” as well as design techniques that take energy 
efficiency into account, we have achieved a maximum operating current of up to 4 mA (at 50 MHz operation), even in high-
temperature environments of 125°C, and a power-down current of up to 30 µA, for an industry-leading level of energy efficiency.  
Installing MB85RS4MTY will lead to reduced systemwide power consumption. 
 
 Case studies 
https://www.fujitsu.com/global/about/environment/energy-efficiency/case-studies/ 
MB85RS4MTY 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-27 
Environmental Action Plan 
Activities to Reduce CO2 Emissions and Conserve Water 
Resources in the Upstream Portion of the Supply Chain 
 
Our Approach 
 
In addition to reducing our own emissions, as a green procurement initiative, the Fujitsu Group has also been requesting its 
suppliers to act toward reducing their own CO2 emissions in order to help contain global warming. As a result, all of our primary 
suppliers have undertaken efforts to reduce their CO2 emissions. 
Starting in FY 2016, we have also been expanding these efforts further upstream in the supply chain by including efforts by the 
suppliers of those companies (secondary suppliers from the perspective of the Fujitsu Group) in our requests. 
From FY 2019, in addition to the reduction of CO2 emissions, we have also situated the conservation of water resources as a 
priority issue which we need to ask our suppliers to address. We reviewed the questions we posed on our environmental survey 
forms so that we would be able to understand the status of our suppliers’ activities and their actual circumstances, and are 
promoting the implementation of water risk assessments as the initial step for our water resource conservation activities. 
We have participated in the CDP Supply Chain program since FY 2018, in parallel with the above-mentioned activities. Based on 
our international environmental research activities, we are taking a more in-depth look at the activities of our primary suppliers 
to reduce CO2 emissions and conserve water resources, and considering the issues and our policies. 
We expect that having the supply chain as a whole work toward reducing emissions can produce even greater reduction effects 
(synergies), while also expanding the network of these activities through the supply chain to cover an even wider area spreading 
beyond national boundaries. Through efforts such as these, the Fujitsu Group hopes to help create a carbon-free future society 
and a sustainable water environment. 
 
FY 2020 Performance 
 
Targets under the Fujitsu Group Environmental Action Plan (Stage IX) 
Last fiscal year (FY2020 result) 
Reduction of CO2 Emissions: Drive Activities to Reduce CO2 Emissions in the 
Supply Chain 
Made requests for secondary suppliers (over 
60,000 companies) to take action on reducing 
emissions through primary suppliers of the 
Fujitsu Group (approximately 700 companies) 
Conservation of Water Resources: Issue Requests for Primary Suppliers to 
Take Action 
Completed making requests to take action to 
approximately 700 of the Fujitsu Group's 
primary suppliers 
 
Reduction of CO2 Emissions: Requesting and Supporting the Expansion of 
Activities to Secondary Suppliers 
 
The Fujitsu Group communicated requests to its primary suppliers who account for the top 80% of the Group’s procurement 
volume to engage in activities to reduce their CO2 emissions, and to expand these efforts to also include their own suppliers (the 
Fujitsu Group’s secondary suppliers). We also conducted our own environmental survey to ascertain the activity status of these 
suppliers. As a reference for their future activities, we then provided suppliers who responded to the survey with feedback in the 
form of a report that analyzed survey responses to show trends in emissions reduction activities, while also requesting further 
activities and expansion to the activities of their own suppliers. 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-28 
As of the end of FY 2020, approximately 140 suppliers (roughly 20%) responded that they had requested their own suppliers to 
engage in emissions reduction activities, but this still amounted to a total of at least 60,000 secondary suppliers receiving such 
requests, giving reason to believe these efforts can have a tremendous awareness effect. 
 
 
 
Offering Guidelines for Activities for Reducing CO2 Emissions 
 
The Fujitsu Group created original explanatory materials to facilitate the spread of activities for reducing CO2 emissions 
throughout the entire supply chain, and since the end of November 2017, we have made the materials available on the company 
website and started providing them to suppliers. The purpose of these materials was not only to give suppliers a greater 
understanding of the importance of these activities taking place in the supply chain, but also to serve as something they could 
use to request and assist such activities amongst their own suppliers. To fulfill our responsibilities as a global enterprise, the 
Fujitsu Group will continue to think about what must be done to contain global warming and will continue to take action. 
 
“Guideline for activities for reducing CO2 emissions” can be downloaded from the following sites. 
 Japan: 
https://www.fujitsu.com/jp/about/procurement/material/green/index.html 
 Global: 
https://www.fujitsu.com/global/about/procurement/green/ 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-29 
 
 
Conservation of Water Resources: Conducting Initiatives to Conserve Water 
Resources as a Key Theme for Taking Action 
 
Against the backdrop of worsening water resource problems and growing international concern, in addition to continuing our 
work to reduce CO2 emissions as pursued under the Fujitsu Group Environmental Action Plan (Stage VIII) from FY 2016 to FY2018, 
we situated the conservation of water resources as a priority issue which we need to ask our suppliers to address, starting in FY 
2019. We reviewed the questions we posed on our environmental survey forms so that we would be able to understand the 
status of our suppliers’ activities and their actual circumstances, and identified the challenges we will face in expanding our 
activities in the future. 
 
 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-30 
As many businesses are connected in the global supply chain, conservation of water resources is a relevant issue for any 
company. The first step in working to conserve water resources is to comprehend exactly what water risks are associated with 
one’s own company. However, in our environmental survey, just slightly more than 20% of suppliers said that they were 
conducting water risk assessments. We received many responses from suppliers who are not conducting water risk assessments 
who said that conservation of water resources was not relevant to their companies—answering that they had “no water risks” or 
had “no need to conduct assessments” —as well as responses from companies that did not know how to assess water risks. In 
order to have suppliers think about conservation of water resources as a more familiar issue, we are offering the “Water Risk 
Assessment for Companies” document, which compiles materials on topics such as the importance of risk assessments, and 
introduces publicly available assessment tools. In the future, we will engage in activities to encourage even more suppliers to 
conduct water risk assessments and endeavor to conserve water resources. 
 
“Water Risk Assessment for Companies” can be downloaded from the following sites. 
 Japan: 
https://www.fujitsu.com/jp/about/procurement/material/green/index.html 
 Global: 
https://www.fujitsu.com/global/about/procurement/green/ 
 
 
Contents of "Water Risk Assessment for Companies" 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-31 
Environmental Action Plan 
Contributing to the Fulfillment of the SDGs through ICT 
Services 
 
Our Approach 
 
The Fujitsu Group lists “contributing to the fulfillment of the SDGs through ICT services” as one of the targets under the Fujitsu 
Group Environmental Action Plan (Stage IX). In 2015, the Sustainable Development Goals (SDGs) were adopted by the United 
Nations. Taking the clear articulation of the SDGs as international goals as an opportunity, our objective is to contribute more 
than ever to the sustainability of our customers and society. 
In order to make a sustainable society a reality, not only do we need to combat global warming by reducing greenhouse gas 
(GHG) emissions, we also need to address various social and environmental issues, such as conservation of resources, 
preservation of biodiversity, stabilization of food supplies, urbanization measures, and disaster prevention. Information and 
communication technology (ICT), which brings about improvements such as optimization, efficiency, and automation in a wide 
range of fields, has the potential to significantly contribute to solving societal and environmental problems. We aim to make 
contributions to the SDGs on a global scale, together with our customers, by offering our ICT services. 
 
FY2020 Performance 
 
Targets Under the Fujitsu Group Environmental Action Plan (Stage IX)
Last fiscal year (FY2020 result) 
Contributing to the fulfillment of SDGs through ICT services 
39 items 
 
Activities 
 
In FY2020, we carried out the following activities as measures to achieve our goals. 
 Incorporated elements of the SDGs into various promotions and publicized them 
 Held SDG seminars, training programs, and workshops 
 
The key point is to link our corporate purpose with our contribution to the SDGs, while also highlighting internally and externally 
the importance of striving for sustainable management and of overcoming societal challenges through our business operations. 
 
1. Internal-focused activities 
 Online learning material to enhance understanding of SDGs among employees 
 Activities to boost awareness among executives and in group companies (such as by holding workshops) 
2. External-focused activities 
 Senior management conveying important messages (such as at the Nikkei SDGs Festival) 
 Approaches to executives in customer organizations (such as via presentations) 
 Dissemination of information through materials and events 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-3-32 
Examples of Initiatives in FY 2020 
 
Online Learning Material to Enhance Understanding of SDGs among Employees 
 
Fujitsu conducts a range of activities designed to enhance ownership of the SDGs among all employees, thereby encouraging the 
promotion of businesses designed to overcome challenges in society. 
We released a video, on the internal Fujitsu Learning EXperience on-demand learning platform, that describes the relationship 
between our corporate purpose and the SDGs. The aim is for each employee to fully appreciate societal challenges and how they 
are linked to their own day-to-day work, so that the SDGs can be leveraged as a co-creation tool to generate greater value for 
customers. 
 
Senior Management Conveying Important Messages 
 
At Fujitsu, representatives of senior management are actively involved in messaging related to contributing to the attainment of 
the SDGs. For example, Fujitsu’s CEO gave a presentation titled “Toward the Creation of a Resilient and Sustainable Society”. This 
was part of the program titled “Promoting the SDGs with the Power of Digital Technology: Creating the Future with DX 
Innovation” at the Nikkei SDGs Festival, sponsored by Nikkei, Inc. and Nikkei Business Publications. The presentation covered the 
role Fujitsu should play in society and the potential for technology to help attain the SDGs, while also highlighting case studies of 
some recent initiatives. 
 
 
 RELATED LINK：SDG-related Activities in Fujitsu 
https://www.fujitsu.com/global/about/csr/sdgs/ 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-4-1 
Environmental Data 
Global Warming Prevention 
 
GHG Emissions Report Based on GHG Protocol Standards  
★Indicators assured by third party 
 
Indicator 
FY2017 (*1)
FY2018 
FY2019 
FY2020 
Upstream (Scope 3) [ktons-CO2] 
 
Purchased goods and services 
2,169 
1,840 
1,436 
1,104★ 
Capital goods 
13 
6 
9 
15 
Fuel and energy-related activities not included in 
Scopes 1 and 2 
72 
71 
133 
99 
Transportation and distribution (Upstream) 
80 
69 
64 
53 
Waste generated in operations 
7 
5 
N/A 
N/A 
Business travel 
86 
93 
155 
27 
Employee commuting 
69 
68 
52 
89 
Leased assets (Upstream) 
288 
281 
115 
88 
Reporting company (Scope 1, 2) [ktons-CO2] 
 
Direct emissions (Scope1) 
198 
147 
87 
75★ 
Indirect emissions from energy sources (Scope2) 
939 (*2) 
912 (*3) 
808 (*2) 
771 (*3) 
715 (*2) 
663 (*3) 
583★ (*2)
540★ (*3)
Downstream (Scope 3) [ktons-CO2] 
 
Transportation and distribution (Downstream) 
N/A (*4) 
N/A 
N/A 
N/A 
Processing of sold products 
27 
23 
14 
12 
Use of sold products 
3,460 
3,649 
3,791 
3,094★ 
End-of-life treatment of sold products 
N/A 
N/A 
N/A 
N/A 
Leased assets (Downstream) 
N/A 
N/A 
N/A 
N/A 
Franchises 
N/A 
N/A 
N/A 
N/A 
Investment 
N/A 
N/A 
N/A 
N/A 
*1 
Estimate on not applicable and other items 
 Transportation and distribution (downstream): 6 ktons-CO2. 
 Disposal of products sold: 1 ktons-CO2. 
*2 
Location-based 
*3 
Market-based 
*4 
N/A : Not Applicable 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-4-2 
Environmental Data 
Material Balance 
 
INPUT 
 
Stage 
 
Unit 
FY2017 
FY2018 
FY2019 
FY2020 
Development / 
Design 
Planning /  
Design 
Raw Materials 
Metal 
ktons  
16 
15 
19 
12 
Plastic 
ktons 
9 
7 
7 
5 
Others 
ktons 
13 
12 
13 
9 
Chemical Substances *1 
VOC 
ktons 
1.3  
1.1 
0.6 
0.3 
PRTR 
ktons 
9.5  
10.4 
9.6 
9.8 
Water 
Water usage 
Mm3 
15.54  
13.83 
9.91 
6.67★ 
Energy 
Total 
PJ 
19.25  
17.35  
16.30 
13.78★ 
Purchased 
electricity 
GWh 
1,800 
1,614 
1,477 
1,240 
Heavy oil, kerosene, 
etc. 
kL 
10,100 
6,822 
3,570 
2,898 
LPG､LNG 
tons 
2,954 
2,222 
2,115 
2,078 
Natural gas, city 
gas  
Mm3 
29.76 
28.01 
28.93 
25.24 
District heating and 
cooling 
TJ 
43 
41 
37 
52 
Distribution / Sales
Energy 
Fuel (light oil, 
gasoline, etc.) 
PJ 
1.18 
1.02 
0.95 
0.77 
Use of sold 
Products 
Energy 
Electricity 
GWh 
(PJ) 
6,680 
(66.60) 
7,356 
(73.34) 
8,224 
(81.99) 
6,970 
(69.49) 
Collection / Reuse / 
Recycling  
Resources recycling 
rate 
% 
91.5 
91.7 
91.1 
91.6 
Amount processed
tons 
3,844 
3,436 
3,210 
2,991 
 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-4-3 
OUTPUT 
 
Stage 
 
Unit 
FY2017 
FY2018 
FY2019 
FY2020 
Development / 
Design 
Planning / 
Design 
Raw Materials  
CO2 emissions 
ktons-
CO2 
520 
410 
450 
310 
Chemical Substances (*1) 
VOC 
tons 
228 
178 
161 
135★ 
PRTR 
tons 
10 
9 
8 
6★ 
Atmospheric Release 
Total GHG emissions 
ktons-
CO2 
1,137 
955 
802 
658★ 
CO2 
ktons-
CO2 
1,040 
895 
795 
653★ 
GHG other than CO2 
(PFCs, HFCs, SF6, 
others) 
ktons-
CO2 
97 
60 
7 
5★ 
NOx 
tons 
63 
32 
47 
26 
SOx 
tons 
11 
4 
1 
1 
Water Discharge 
Total 
Million 
m3 
14.61 
12.65 
9.06 
6.48 
BOD 
tons 
290 
270 
274 
303 
COD 
tons 
94 
55 
35 
9 
Waste  
Amount of Waste 
Generated 
ktons 
21.9 
19.0 
15.7 
11.0★ 
Thermal recycling 
volume 
Ktons 
4.8 
4.0 
3.0 
1.7★ 
Material recycling 
volume 
ktons 
16.0 
14.3 
12.0 
8.8★ 
Disposal volume 
ktons 
1.1 
0.7 
0.6 
0.5★ 
Distribution / 
Sales 
Atmospheric Release 
CO2 
ktons-
CO2 
76 
69 
64 
53 
Use of sold 
Products 
Atmospheric Release 
CO2 
Million 
tons-CO2
3.46 
3.65 
3.79 
3.09★ 
★Indicators assured by third party 
*1 
Substances that qualify as both a PRTR targeted chemical and a VOC are included under "VOCs" only. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-4-4 
Environmental Data 
Environmental Performance Data Calculation Standards  
 Applicable Period: April 1, 2020 – March 31, 2021 
 
Fujitsu Group Environmental Action Plan (Stage IX) 
Boundary : Refer to 5 -3 -3 in this Book 
Target Item 
Indicator 
Unit
Calculation Method 
Reduce greenhouse gas 
(GHG) emissions from 
business sites by 14% or 
more (compared to FY 
2013), and reduce GHG 
emissions by 2.1% or 
more, year-on-year, 
through voluntary efforts. 
GHG emissions 
tons- 
CO2 
 Amount of CO2 emissions: 
Σ [(fuel oil, gas annual usage) x CO2 conversion factor for each 
type of energy*] 
* CO2 conversion factor: Conversion factor based on the Act on 
Promotion of Global Warming Countermeasures  
 Location-based:  
 Japan: Usage of 0.444 tons-CO2/MWh in FY 2020 (Source: 
Adjusted emission factors from the Electric Power Council for 
a Low Carbon Society) 
 Overseas: Latest IEA value (by country) 
 Market-based: 
 Japan: FY 2019 emission factors for each power producer are 
used (adjusted emission factors) (Source: GHG Emissions 
Accounting, Reporting, and Disclosure System List of Emission 
Factors by Power Producer) 
 Overseas: Value of the power company or the latest IEA value 
(by country) 
 Amount of non-CO2 GHG emissions: 
Annual emissions of HFCs, PFCs, SF6 and NF3 at semiconductor 
plants (Aizu Fujitsu Semiconductor Wafer Solution Limited). 
Σ[Annual emissions for each type of gas*1 x Global warming 
potential for each gas*2] 
*1 Based on the calculation method used by the appliances and 
electronics industries: Amount of each gas used (or purchased) x 
Reactant consumption rate x Removal efficiency, etc. 
*2 Global Warming Potential (GWP): IPCC (Intergovernmental Panel on 
Climate Change) Fourth Assessment Report “Climate Change 2007” 
Rate of reduction of 
GHG due to 
voluntary efforts 
% 
(Total amount of GHG reductions due to voluntary efforts / total 
amount of GHG emissions in the previous fiscal year) × 100 
Improve PUE (Power 
Usage Effectiveness) of 
our data centers (DC) by 
2% or more compared to 
FY 2017. 
Rate of PUE 
improvements 
% 
 PUE = Σ (Total DC energy consumption) ÷ Σ (Total IT device 
energy consumption) 
Σ: Combined total energy of the 25 main DCs 
 Rate of improvement (%) = (Base fiscal year PUE - PUE for the 
current fiscal year) ÷ Base fiscal year PUE x 100 
Base fiscal year: FY 2017 
Increase renewable energy 
usage by 20% or more 
compared to FY 2017. 
Rate of increase in 
the use of 
renewable energy 
% 
The percentage of increase in the amount of power generated in-
house or purchased from external sources using renewable energy 
(solar power, wind power, hydro power, biomass, geothermal, etc.) 
from FY 2017 (base fiscal year) to the relevant fiscal year 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-4-5 
Promote eco design for 
resource saving and 
circulation and increase 
resource efficiency of 
newly developed products 
by 25% or more 
(compared to FY 2014). 
Rate of 
improvement of 
resource efficiency 
of new products 
% 
 The average rate of improvement of resource efficiency (versus 
FY 2014) of products*. 
* Hardware products under the Fujitsu Brand, newly developed 
between FY 2016 and FY 2020. Excludes products not designed by 
Fujitsu (OEM products) and products designed under customer 
specifications. 
* Refer to “Improving resource efficiency of products” for the resource 
efficiency calculation method. 
Reduce amounts of waste 
generated by 5% or more 
of the average waste 
generated from FY 2012-
2014 (14,226 t/1 year). 
Amount of waste 
generated 
Tons 
Total amount of industrial waste and general waste generated at 
plants and business sites (Thermal recycling volume + Material 
recycling volume + Disposal volume)  
Effective 
utilization rate 
(Japan only)  
% 
(Amount of effective use (thermal recycling & material recycling) / 
Amount of waste generated) x 100 
Maintain 90% or more 
resource reuse rate of 
business ICT products. 
Resource reuse rate 
of business ICT 
products 
% 
Based on the calculation method provided by JEITA, recycled 
components and resources as a percentage of the weight of used 
products processed in Japan. Excludes collected waste other than 
used electronic products  
Reduce total water usage 
by 1% compared to 
FY2017 (83,000 m3). 
Amount of water 
usage reduction 
m3 
Take the accumulated impact (actual or estimated) of water use 
reduction measures implemented at each business site, and 
calculate the amount of reduction for the relevant fiscal year  
Limit the release of 
chemical pollutants 
(PRTR) to an amount 
below the average amount 
released from FY 2012-
2014 (17.4t/1 year). 
Volume of PRTR-
targeted 
substances 
released  
Tons 
Total emissions of substances subject to the PRTR Law (Act on 
Confirmation, etc. of Release Amounts of Specific Chemical 
Substances in the Environment and Promotion of Improvements to 
the Management Thereof) that are handled in quantities of 100 
kg or more per year per substance at each business site, including 
overseas sites 
Reduce CO2 emissions due to 
power consumption during 
product usage by 14% or 
more (compared to FY 2013).
Rate of reduction in 
CO2 emissions 
when products are 
used 
% 
Rate of reduction in GHG emissions based on FY 2013 emissions, 
as calculated under Scope 3: Use of sold products through 
downstream  
 
GHG Emissions Amount Report based on GHG Protocol Standards  
 
Indicator 
Unit
Calculation Method 
Upstream 
(Scope 3) 
Purchased goods 
and services 
tons-
CO2 
Components purchased during the fiscal year x Emissions per unit of purchase 
(Source: Embodied Energy and Emissions Intensity Data (3EID) published by the 
National Institute for Environmental Studies Center for Global Environmental 
Research) 
Capital goods 
tons-
CO2 
Total amount of acceptance inspection of construction objects in the fiscal year × 
emission intensity (Source: Database for calculating an organization's 
greenhouse gas emissions through its supply chain ver. 3.1 published by the 
Ministry of the Environment and the Ministry of Economy, Trade and Industry) 
Fuel and energy-
related items not 
included in Scope 1 
or 2) 
tons-
CO2 
Annual amounts of fuel oil and gas, electricity and heat purchased (consumed) 
mainly at business sites owned by Fujitsu x Emissions per unit 
(Source: Database for calculating an organization's greenhouse gas emissions 
through its supply chain ver. 3.1 published by the Ministry of the Environment 
and the Ministry of Economy, Trade and Industry, Based on the Japanese 
emissions intensity database, IDEA v2.3 (For calculating greenhouse gas 
emissions in the supply chain) 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-4-6 
Transportation and 
distribution 
(upstream) 
tons-
CO2 
Transportation of goods within Japan: CO2 emissions related to the transportation 
of goods within Japan by the Fujitsu Group 
* CO2 emissions related to domestic transportation by the Fujitsu Group, based on the Act 
on the Rational Use of Energy as a source. 
The fuel economy method (for some vehicles) or the improved ton-kilometer method 
(vehicle, rail, air) 
tons-
CO2 
International transport/overseas local transport: transportation ton-kilometer x 
Emission per unit 
(Source: GHG protocol emissions coefficient database) 
Waste generated in 
operations 
tons-
CO2 
Annual amounts of waste (discharged mainly by business sites owned by Fujitsu) 
processed or recycled, by type and processing method x Emissions per unit of 
annual amount of waste processed or recycled 
(Source: Database for calculating an organization's greenhouse gas emissions 
through its supply chain ver. 3.1 published by the Ministry of the Environment 
and the Ministry of Economy, Trade and Industry, Based on the Japanese 
emissions intensity database, IDEA v2.3 (For calculating greenhouse gas 
emissions in the supply chain) 
Business travel 
tons-
CO2 
(By means of transport) Σ(Transportation expense payment x Emissions per unit)
(Source: Basic Guidelines for Calculating Greenhouse Gas Emissions Via Supply 
Chains Ver. 2.3 and Emissions per Unit Database Ver. 3.1 published by the 
Ministry of the Environment and the Ministry of Economy, Trade and Industry) 
Employee 
commuting 
tons-
CO2 
For portions of commute by public transportation: (By means of transport) 
Σ(Transportation expense payment x Emissions per unit) 
(Source: Same as above) 
For portions of commute by private automobile: Σ(Transported persons-kilometer 
x Emissions per unit) (Source: Same as above) 
Transported persons-kilometer : calculated from transportation expense 
payment, price of gasoline, and fuel efficiency 
Leased assets 
(Upstream) 
tons-
CO2 
Annual amounts of fuel oil, gas, electricity, and heat consumed mainly at leased 
business sites x Emissions per unit of fuel oil, gas, electricity, and heat consumed
(Sources – Japan: Act on Promotion of Global Warning Countermeasures – GHG 
Emissions Accounting, Reporting, and Disclosure System; Overseas: IEA CO2 
Emissions from Fuel Combustion Highlights 2020) 
Reporting 
company 
(Scope 1, 2)
Direct emissions 
tons-
CO2 
Amount of CO2 emissions from the consumption of fuel oil and gas (burning of 
fuel) and GHG emissions other than CO2, mainly at business sites owned by 
Fujitsu 
* For the calculation method, see “Greenhouse gas emission (CO2 emissions, greenhouse 
gas emissions other than CO2) from business sites” in the Environmental Action Plan 
(Stage IX) 
Indirect emissions 
from energy sources
tons-
CO2 
CO2 emissions from the consumption (purchase) of electricity and heat mainly at 
business sites owned by Fujitsu 
* For the calculation method, see “Greenhouse gas emission (CO2 emissions) at business 
sites” in the Environmental Action Plan (Stage IX). 
Downstream 
(Scope 3) 
Processing of sold 
products 
tons-
CO2 
Intermediate product sales volume*1 x Emissions per unit of processing volume*2
*1 Intermediate product sales volume refers to Fujitsu’s device solution sales 
*2 Emissions per unit of processing volume is calculated from Fujitsu’s FY 2015 assembly 
plant data 
Use of sold products
tons-
CO2 
Electricity consumption during product use* x Emissions per unit electricity 
(Source: CO2 emission coefficient of The Electric Power Council for a Low Carbon 
Society (FY2019 results)) 
* Electricity consumption during product use: Calculated as electricity usage for the 
anticipated usage time per product unit x Units shipped for the subject fiscal year. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-4-7 
Electricity usage for the anticipated usage time per product unit is calculated as 
electricity consumed (kW) x Time used (h / Days) x Number of days used / Year x Number 
of years used. Time used (h), number of days used per year, and number of years used 
are set according to Fujitsu’s internal scenarios 
End-of-life 
treatment of sold 
products 
tons-
CO2 
(Weight of all sold products / Weight of products processed at Fujitsu’s recycling 
centers during the year) x Electricity used at Fujitsu’s recycling centers during the 
year x Emissions per unit of electricity 
(Source: Emission coefficient per electricity provider (FY2019 results) for general 
power transmission and distribution business operators) 
 
Response to Environmental Risks: Environmental Liabilities 
 
Indicator 
Unit
Calculation Method 
Cost of 
environmental 
liabilities 
Yen 
1. Asset retirement obligation (Only asbestos removal cost related to facility disposal) 
2. Cost for soil contamination countermeasures 
3. Disposal processing cost for waste with high concentration of PCB (polychlorinated 
biphenyl) 
 
Response to Environmental Risks: Preventing Soil and Groundwater Pollution 
 
Indicator 
Unit
Calculation Method 
Measured value of 
groundwater 
pollution 
mg/L
The highest value in the fiscal year for substances detected at levels exceeding regulated levels 
set in the Soil Contamination Countermeasures Act, etc., at monitoring wells at the boundaries 
of sites where past business activities have resulted in soil contamination 
 
 
Material Balance 
Boundary : Refer to the “List of Organizations Covered by the Report on Environmental Activities” or 5-3-4-10 in this book. 
Indicator 
Unit 
Calculation Method 
INPUT 
Design/ 
Procurement/ 
Manufacturing/
Development 
Raw Materials 
tons 
Material inputs to our major products*1 shipped in the fiscal year 
(raw materials per unit for each product x The number of units 
shipped in the fiscal year) 
Chemical 
Substances 
Volume of 
substances 
subject to VOC 
emissions 
restrictions 
tons 
Of the 20 VOCs (Volatile Organic Compounds) specified in the 
environmental voluntary action plans of the four electrical and 
electronic industry associations*2, total amounts handled are 
provided for those substances handled in quantities exceeding 
100 kg annually per substance at individual business sites, 
including overseas sites 
Substances subject to VOC emissions controls that are also 
covered by the PRTR law are included in the section on 
substances subject to VOC emissions controls 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-4-8 
 
 
Volume of 
PRTR-targeted 
substances 
tons 
Of the substances covered by the PRTR law (Act on Confirmation, 
etc. of Release Amounts of Specific Chemical Substances in the 
Environmental and Promotion of Improvements to the 
Management Thereof), totals are provided for those substances 
handled in quantities exceeding 100 kg annually per substance 
per business site, including overseas sites 
Amount of water used 
m3 
Annual use of clean water, industrial water and groundwater (not 
including groundwater used for melting snow or extracted for 
purification.) 
Amount of Recycled water 
m3 
Annual amount of water used for manufacturing and other 
purposes once, then recovered, processed, and used again for 
manufacturing and other processes. 
Energy consumption (calorie 
basis) 
GJ 
Σ[(Electricity, fuel oil and gas, and district heating and cooling 
annual usage) x Thermal conversion factor for each type of 
energy*] 
* Thermal conversion factor (Heating value unit): According to the “Act 
on the Rational Use, etc., of Energy,” conversion factors from each 
supplier or 44.8 GJ/1000m3 were used for town gas. 
 
Purchased 
electricity 
MWh 
Annual electricity usage 
Bunker A, fuel 
oil, light oil, 
benzine, 
gasoline 
kL 
Annual fuel oil usage (or purchases) 
Natural gas 
m3 
Annual natural gas usage (or purchases) 
Town gas 
m3 
Annual town gas usage (or purchases) 
LPG 
tons 
Annual LPG usage (or purchases) 
LNG 
tons 
Annual LNG usage (or purchases) 
District 
heating and 
cooling 
GJ 
Annual district heating and cooling (cold and hot water for 
cooling and heating) usage (or purchases) 
Distribution / 
Sales 
Energy consumed for 
transport 
GJ 
Total value of transport energy consumption for Fujitsu*1 and 
Fujitsu Group companies*2 
*1 Fujitsu (domestic transport): Energy consumption related to domestic 
transport by the Fujitsu Group, based on the Act on the Rational Use 
of Energy “Logistics.” 
*2 Fujitsu Group Companies: Calculated from the transport CO2 emissions 
from OUTPUT (distribution and sales) using the ratio of Fujitsu 
(domestic transport) transport energy consumption to transport CO2 
emissions. 
Use of sold 
Products 
Energy 
Electricity 
GWh 
Electricity consumed in connection with major products ** 
shipped during the fiscal year (Amount of electricity used for time 
estimated per product unit x Units shipped in the fiscal year) 
GJ 
Recycling of 
resources 
Resource recycling rate 
% 
Based on the calculation method provided by JEITA, recycled 
components and resources are calculated as a percentage of the 
weight of used products processed in Japan. Excludes collected 
waste other than used electronic products. 
Processed volume 
tons 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-4-9 
OUTPUT 
Design/ 
Procurement/ 
Manufacturing/
Development 
Raw 
Materials 
CO2 emissions
tons 
-CO2 
CO2 emissions related to all stages from resource extraction 
through processing into raw materials (CO2 emissions equivalent 
for raw materials used per product unit x Units shipped in the 
fiscal year) for the raw materials used in major products*1 
shipped in the fiscal year 
Chemical 
Substances 
Volume of 
substances 
subject to VOC 
emissions 
restrictions 
tons 
Of the 20 VOCs (Volatile Organic Compounds) specified in the 
environmental voluntary action plans of the four electrical and 
electronic industry associations*2, total amounts released are 
provided for those substances handled in quantities exceeding 
100 kg annually per substance at individual business sites, 
including overseas sites. 
Substances subject to VOC emissions controls that are also 
covered by the PRTR law are included in the section on 
substances subject to VOC emissions controls. 
Volume of 
PRTR-targeted 
substances 
released 
tons 
Of the substances covered by the PRTR law (Act on Confirmation, 
etc. of Release Amounts of Specific Chemical Substances in the 
Environment and Promotion of Improvements to the 
Management Thereof), released totals are provided for those 
substances handled in quantities exceeding 100 kg annually per 
substance per business site, including overseas sites. 
Atmospheric 
pollution 
CO2 emissions
tons-CO2
* For the calculation method, see “Greenhouse gas emissions 
(CO2 emissions) from business sites” in the Environmental Action 
Plan (Stage IX). 
GHG 
emissions 
other than CO2
tons-CO2
* For the calculation method, see “Greenhouse gas emissions 
(GHG emissions other than CO2) from business sites” in the 
Environmental Action Plan (Stage IX). 
NOx emissions
tons 
NOx concentration (ppm) x 10-6 x Dry gas emissions (m3N/hr) x 
Operating time (hr/yr) x 46/22.4 x 10-3 
Sox emissions
tons 
SOx concentration (ppm) x 10-6 x Dry gas emissions (m3N/hr) x 
Operating time (hr/yr) x 64/22.4 x 10-3 
Water 
Discharge 
Wastewater 
discharges 
m3 
Annual water discharge into public waterways and sewers (not 
including groundwater used for melting snow, but including 
groundwater extracted for purification when the amount of water 
is known) 
BOD 
emissions 
tons 
BOD concentration (mg/l) x Water discharges (m3/yr) x 10-6 
COD emissions
tons 
COD concentration (mg/l) x Water discharges (m3/yr) x 10-6 
Waste 
Amount of 
waste 
generated 
tons 
* For the calculation method, see “Waste generated” in the 
Environmental Action Plan (Stage IX). 
Thermal 
recycling 
volume 
tons 
Among all types of waste put to effective use, the total volume 
used in thermal recycling 
* Thermal recycling: Recovery and use of the heat energy generated by 
incinerating waste 
Material 
recycling 
volume 
tons 
Among all types of waste put to effective use, the total volume 
used in material recycling 
* Material recycling: Processing of waste to facilitate its reuse, and re-use 
of processed waste as material or raw materials for new products 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-4-10 
Disposal 
volume 
tons 
Volume of industrial and general waste processed by, for 
example, landfilling or simple incineration 
Distribution / 
Sales  
Atmospheric Release 
tons-CO2
* For the calculation method, see “Transportation and 
distribution (upstream)” in the GHG Emissions Report based on 
GHG Protocol Standards. 
Use of sold 
Products 
Atmospheric Release 
tons-CO2
For the calculation method, see “Use of sold products” in the GHG 
Emissions Report based on GHG Protocol Standards. 
 
*1 
Major products: 
Personal computers, mobile phones, servers, workstations, storage systems, printers, scanners, financial terminals, retail terminals, 
routers, LAN access equipment, access network products, mobile phone base stations and electronic devices 
*2 
Four electrical and electronic industry associations: 
The Japan Electrical Manufactures’ Association (JEMA), Japan Electronics and Information Technology Industries Association (JEITA), 
Communications and Information Network Association of Japan (CIAJ), and Japan Business Machine and Information System Industries 
Association (JBMIA). 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-4-11 
Environmental Data 
List of Organizations Covered by the Report on Environmental 
Activities in FY2020 
 
Organizations covered by the report 
 
The coverage is of Fujitsu itself plus a total of 132 companies centering on consolidated subsidiaries that have built 
environmental management systems. The table below shows the organizations*1 for which individual performance data is 
gathered.  
 
*1 
The following company names are as of March 31, 2021. 
 
Organizations covered by each Indicators 
 
 Scope1,2,3 
：Organizations that are the subject of calculations used in the GHG Emissions Report based on GHG 
Protocol Standards 
 Water 
：Japan; Fujitsu and Fujitsu Group offices excluded datacenters. 
Overseas; Fujitsu and Fujitsu Group manufacturing sites 
 Waste 
：Japan; Fujitsu offices excluded datacenters and Fujitsu Group manufacturing sites 
Overseas; Fujitsu and Fujitsu Group manufacturing sites 
 Chemical 
：Fujitsu and Fujitsu Group manufacturing sites. 
*The sites that handle less than 100 kg of chemical substances per year are excluded. 
 EMS 
：Organizations with Environmental Management Systems (EMS). Including organizations with 
voluntary EMS. 
 
Headquarters 
No.
Company name 
Scope1,2,3
Water 
Waste 
Chemical
EMS 
1 
Fujitsu Limited 
✔ 
✔ 
✔ 
✔ 
✔ 
 
Fujitsu Group companies in Japan (91companies) 
No.
Company name 
Scope1,2,3
Water 
Waste 
Chemical
EMS 
1 
FUJITSU HOME & OFFICE SERVICES LIMITED 
✔ 
 
 
 
✔ 
2 
Kawasaki Frontale Limited 
✔ 
 
 
 
✔ 
3 
Fujitsu Techno Research Limited 
✔ 
 
 
 
✔ 
4 
Toyama Fujitsu Limited 
✔ 
✔ 
 
 
✔ 
5 
Fujitsu Facilities Limited 
✔ 
 
 
 
✔ 
6 
OKINAWA FUJITSU SYSTEMS ENGINEERING LIMITED 
✔ 
 
 
 
✔ 
7 
DIGITAL PROCESS LTD. 
✔ 
 
 
 
✔ 
8 
PFU LIMITED 
✔ 
✔ 
✔ 
✔ 
✔ 
9 
FUJITSU BANKING SOLUTIONS LIMITED 
✔ 
 
 
 
✔ 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-4-12 
10 
SHIGA FUJITSU SOFTWARE LIMITED 
✔ 
 
 
 
✔ 
11 
FUJITSU BROAD SOLUTION & CONSULTING Inc. 
✔ 
 
 
 
✔ 
12 
FUJITSU SOCIAL SCIENCE LABORATORY LIMITED 
✔ 
 
 
 
✔ 
13 
FUJITSU YFC LIMITED 
✔ 
 
 
 
✔ 
14 
FUJITSU NIIGATA SYSTEMS LIMITED 
✔ 
 
 
 
✔ 
15 
FUJITSU HOKURIKU SYSTEMS LIMITED 
✔ 
 
 
 
✔ 
16 
FUJITSU KYUSHU SYSTEMS LIMITED 
✔ 
 
 
 
✔ 
17 
FUJITSU KAGOSHIMA INFORNET LIMITED 
✔ 
 
 
 
✔ 
18 
FUJITSU FIP CORPORATION 
✔ 
 
 
 
✔ 
19 
FUJITSU CLOUD TECHNOLOGIES LIMITED 
✔ 
 
 
 
✔ 
20 
G-Search Limited 
✔ 
 
 
 
✔ 
21 
FUJITSU FSAS INC. 
✔ 
 
 
 
✔ 
22 
FUJITSU COMMUNICATION SERVICES LIMITED 
✔ 
 
 
 
✔ 
23 
FUJITSU NETWORK SOLUTIONS LIMITED 
✔ 
 
 
 
✔ 
24 
Fujitsu Frontech Limited 
✔ 
✔ 
✔ 
✔ 
✔ 
25 
Fujitsu Japan Limited 
✔ 
 
 
 
✔ 
26 
FUJITSU SYSTEM INTEGRATION LABORATORIES LIMITED 
✔ 
 
 
 
✔ 
27 
FUJITSU TOKKI SYSTEMS LIMITED 
✔ 
 
 
 
✔ 
28 
FUJITSU DEFENSE SYSTEMS ENGINEERING LIMITED 
✔ 
 
 
 
✔ 
29 
Fujitsu Applications, Ltd. 
✔ 
 
 
 
✔ 
30 
FUJITSU LEARNING MEDIA LIMITED 
✔ 
 
 
 
✔ 
31 
FUJITSU RESEARCH INSTITUTE 
✔ 
 
 
 
✔ 
32 
Fujitsu Marketing Limited 
✔ 
 
 
 
✔ 
33 
FUJITSU FOM LIMITED 
✔ 
 
 
 
✔ 
34 
FUJITSU CoWorCo LIMITED 
✔ 
 
 
 
✔ 
35 
TWO-ONE LIMITED 
✔ 
 
 
 
✔ 
36 
FUJITSU I-NETWORK SYSTEMS LIMITED 
✔ 
✔ 
✔ 
✔ 
✔ 
37 
ECOLITY SERVICE LIMITED 
✔ 
 
 
 
✔ 
38 
FUJITSU ADVANCED ENGINEERING LIMITED 
✔ 
 
 
 
✔ 
39 
Fujitsu Software Technologies Limited 
✔ 
 
 
 
✔ 
40 
FUJITSU MIDDLEWARE LIMITED 
✔ 
 
 
 
✔ 
41 
Fujitsu Kyushu Network Technologies Limited 
✔ 
 
 
 
✔ 
42 
Fujitsu Telecom Networks Limited 
✔ 
✔ 
✔ 
✔ 
✔ 
43 
FUJITSU COMPUTER TECHNOLOGIES LIMITED 
✔ 
 
 
 
✔ 
44 
FUJITSU IT PRODUCTS LIMITED 
✔ 
✔ 
✔ 
✔ 
✔ 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-4-13 
45 
Fujitsu Isotec Limited 
✔ 
✔ 
✔ 
✔ 
✔ 
46 
FUJITSU PERIPHERALS LIMITED 
✔ 
✔ 
✔ 
✔ 
✔ 
47 
FUJITSU PERSONAL SYSTEM LIMITED 
✔ 
 
 
 
✔ 
48 
FUJITSU KASEI RECYCLE LIMITED 
✔ 
 
 
 
✔ 
49 
FUJITSU QUALITY LABORATORY LIMITED 
✔ 
✔ 
 
 
✔ 
50 
Fujitsu Optical Components Limited 
✔ 
✔ 
✔ 
✔ 
✔ 
51 
FUJITSU KANSAI-CHUBU NET-TECH LIMITED 
✔ 
 
 
 
✔ 
52 
Fujitsu Mission Critical Software LTD. 
✔ 
 
 
 
✔ 
53 
FDK CORPORATION 
✔ 
✔ 
✔ 
✔ 
✔ 
54 
Transtron Inc. 
✔ 
✔ 
✔ 
 
✔ 
55 
SHINKO ELECTRIC INDUSTRIES CO. LTD. 
✔ 
✔ 
✔ 
✔ 
✔ 
56 
FUJITSU LABORATORIES LTD 
✔ 
✔ 
✔ 
✔ 
✔ 
57 
FUJITSU SEMICONDUCTOR LIMITED 
✔ 
 
 
 
✔ 
58 
Fujitsu Design Limited 
✔ 
 
 
 
✔ 
59 
Fujitsu Advanced Technologies Limited 
✔ 
 
 
 
✔ 
60 
FUJITSU CAPITAL LIMITED 
✔ 
 
 
 
✔ 
61 
AIZU FUJITSU SEMICONDUCTOR LIMITED 
✔ 
✔ 
✔ 
✔ 
✔ 
62 
AIZU FUJITSU SEMICONDUCTOR WAFER SOLUTION LIMITED 
✔ 
✔ 
✔ 
✔ 
✔ 
63 
FUJITSU SEMICONDUCTOR MEMORY SOLUTION LIMITED 
✔ 
 
 
 
✔ 
64 
Fujitsu IT Management Partner Co. Ltd. 
✔ 
 
 
 
✔ 
65 
Fujitsu IS Service Limited 
✔ 
 
 
 
✔ 
66 
FUJITSU PUBLIC SOLUTIONS LIMITED 
✔ 
 
 
 
✔ 
67 
FUJITSU ADVANCED SYSTEMS LIMITED 
✔ 
 
 
 
✔ 
68 
Fujitsu Systems Applications & Support Limited 
✔ 
 
 
 
✔ 
69 
FUJITSU YAMAGUCHI INFORMATION CO.,LTD 
✔ 
✔ 
 
 
✔ 
70 
FUJITSU SHIKOKU INFOTEC LIMITED 
✔ 
 
 
 
✔ 
71 
FUJITSU SYSTEMS WEB TECHNOLOGY LIMITED 
✔ 
 
 
 
✔ 
72 
Ridgelinez Limited 
✔ 
 
 
 
 
73 
FUJITSU NETWORK SERVICE ENGINEERING LIMITED 
✔ 
 
 
 
✔ 
74 
FUJITSU SOCIAL LIFE SYSTEMS LIMITED 
✔ 
 
 
 
✔ 
75 
Mobile Techno Corp. 
✔ 
 
 
 
✔ 
76 
Care Net Ltd. 
✔ 
 
 
 
✔ 
77 
Fujitsu Advance Accounting service Limited 
✔ 
 
 
 
✔ 
78 
Fujitsu Harmony Limited 
✔ 
 
 
 
✔ 
79 
UCOT Infotechno co., Ltd 
✔ 
 
 
 
✔ 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-4-14 
80 
AB System Solutions Limited 
✔ 
 
 
 
✔ 
81 
ZIS INFORMATION TECHNOLOGY CORPORATION 
✔ 
 
 
 
✔ 
82 
Fujitsu Yamagata Information Technology Limited. 
✔ 
 
 
 
✔ 
83 
BANKING CHANNEL SOLUTIONS Limited 
✔ 
 
 
 
✔ 
84 
IT MANAGEMENT PARTNERS LIMITED 
✔ 
 
 
 
✔ 
85 
YJK Solutions Co., Ltd. 
✔ 
 
 
 
✔ 
86 
Best Life Promotion Ltd. 
✔ 
 
 
 
✔ 
87 
Fujitsu Traffic & Road Data Service Limited 
✔ 
 
 
 
✔ 
88 
Fujitsu Engineering Technologies Limited 
✔ 
 
 
 
✔ 
89 
Smart Agriculture IWATA Co., Ltd. 
✔ 
 
 
 
✔ 
90 
Grand Bouquet Otaki, K.K. 
✔ 
 
 
 
✔ 
91 
FITEC 
✔ 
 
 
 
✔ 
 
Fujitsu Group companies worldwide (40 companies) 
No.
Company name 
Scope1,2,3
Water 
Waste 
Chemical
EMS 
1 
Jiangsu Fujitsu Telecommunications Technology Co., Ltd. 
✔ 
✔ 
✔ 
 
✔ 
2 
Fujitsu Electronics Pacific Asia Limited 
✔ 
 
 
 
✔ 
3 
Fujitsu Electronics (Shanghai) Co., Ltd. 
✔ 
 
 
 
✔ 
4 
FUJITSU HONG KONG LIMITED 
✔ 
 
 
 
✔ 
5 
FUJITSU DO BRASIL LIMITADA 
✔ 
 
 
 
✔ 
6 
FUJITSU ASIA PTE LTD 
✔ 
 
 
 
✔ 
7 
FUJITSU NETWORK COMMUNICATIONS INC. 
✔ 
✔ 
✔ 
✔ 
✔ 
8 
Fujitsu America, Inc. 
✔ 
 
 
 
✔ 
9 
Fujitsu (Thailand) Co., Ltd. 
✔ 
 
 
 
✔ 
10 
FUJITSU BUSINESS TECHNOLOGIES ASIA PACIFIC LIMITED 
✔ 
 
 
 
✔ 
11 
FUJITSU AUSTRALIA LTD. 
✔ 
 
 
 
✔ 
12 
Fujitsu Technology Solutions GmbH 
✔ 
 
 
 
✔ 
13 
Fujitsu Electronics Europe GmbH 
✔ 
 
 
 
 
14 
Fujitsu Nanda Software Technology Co., Ltd 
✔ 
 
 
 
✔ 
15 
FUJITSU SERVICES HOLDINGS PLC 
✔ 
 
 
 
✔ 
16 
FUJITSU KOREA LTD. 
✔ 
 
 
 
✔ 
17 
FUJITSU TAIWAN LIMITED 
✔ 
 
 
 
✔ 
18 
Fujitsu Telecommunication Asia Sdn. Bhd. 
✔ 
 
 
 
✔ 
19 
Fujitsu (China) Holdings Co., Ltd. 
✔ 
 
 
 
✔ 
20 
Fujitsu Technology and Business of America, Inc. 
✔ 
 
 
 
✔ 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-3-4-15 
21 
FUJITSU (XI'AN) SYSTEM ENGINEERING Co., Ltd. 
✔ 
 
 
 
✔ 
22 
Beijing Fujitsu System Engineering Co., LTD. 
✔ 
 
 
 
✔ 
23 
Fujitsu Glovia, Inc. 
✔ 
 
 
 
✔ 
24 
FUJITSU AUSTRALIA SOFTWARE TECHNOLOGY PTY. LTD. 
✔ 
 
 
 
✔ 
25 
FUJITSU Enabling Software Technology GmbH 
✔ 
 
 
 
✔ 
26 
Fujitsu Electronics America, Inc 
✔ 
 
 
 
 
27 
Fujitsu Electronics Korea Ltd. 
✔ 
 
 
 
 
28 
Fujitsu Research and Development Center Co., LTD. 
✔ 
 
 
 
✔ 
29 
Fujitsu Computer Products of America 
✔ 
 
 
 
✔ 
30 
Fujitsu Consulting India 
✔ 
 
 
 
 
31 
FUJITSU (CHINA) Co., Ltd. 
✔ 
 
 
 
✔ 
32 
Fujitsu Finance America, Inc. 
✔ 
 
 
 
✔ 
33 
FUJITSU EMEA PLC 
✔ 
 
 
 
✔ 
34 
Fujitsu RunMyProcess SAS 
✔ 
 
 
 
✔ 
35 
UShareSoft, SAS 
✔ 
 
 
 
✔ 
36 
Fujitsu Finland Oy 
✔ 
 
 
 
✔ 
37 
Fujitsu Greenhouse Technology Finland Oy 
✔ 
 
 
 
✔ 
38 
Fujitsu Systems Global Solutions Management Sdn. Bhd. 
✔ 
 
 
 
✔ 
39 
Fujitsu Sweden AB 
✔ 
 
 
 
 
40 
Fujitsu New Zealand Limited 
✔ 
 
 
 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-4 
 
 
 
 
 
 
 
 
 
Global Responsible Business 
 
 
-  Compliance  - 
 
 
The Fujitsu Group recognizes the operation and maintenance of internal control systems, including compliance, is one of the 
most important management issues from the perspective of maintaining and improving corporate value. Therefore, we will 
ensure to keep all organizations in the group informed about the Code of Conduct guidelines in the Fujitsu Way. 
Furthermore, in all our business activities, we shall be aware of and act with integrity at a high level of corporate ethics that 
respect international and local standards.

Fujitsu Group Sustainability Data Book 2021 
 
5-4-1 
Compliance 
Goals
 WHAT FUJITSU ASPIRES TO BE  
Ensure that all officers and employees within the Fujitsu Group conduct their business activities with a high level of 
compliance awareness and through those activities, the Fujitsu Group fulfils our social responsibilities and earns the trust of 
our stakeholders. 
 GOALS FOR FY2022  
To further disseminate compliance-related part of the Fujitsu Way Code of Conduct throughout the entire organization, the 
Global Compliance Program is rolled out for the entire Fujitsu Group, thereby instilling a high level of compliance awareness in 
the organization, and the management is to take the lead in fostering a corporate culture where each employee does not 
tolerate any wrongdoings (Zero Tolerance). 
KPI: Deliver messages from the President or the Heads of each Business Group/Region on the importance of compliance 
(at least once a year) 
 
Policies and Structure for Implementation 
 
At the Fujitsu Group, the Risk Management & Compliance Committee, which reports directly to the Board of Directors and is 
chaired by the President, is responsible for overseeing group-wide compliance at the global level based on the “Policy on the 
Internal Control System”(*1). The Risk Management & Compliance Committee nominates the executives who shall be 
responsible for compliance and risk, and the said executives, together with the relevant departments shall carry out measures 
based on direction from the Risk Management & Compliance Committee and the Global Compliance Program. The Risk 
Management & Compliance Committee collaborates with the Regional Risk Management and Compliance Committees, which 
have been formed as subcommittees, and raise group-wide awareness of the Fujitsu Way Code of Conduct and achieve 
compliance with it. 
The Risk Management & Compliance Committee and the Regional Risk Management & Compliance Committees verify the Global 
Compliance Program’s current operational status on a regular basis and file reports with the Board of Directors. Under the 
initiative and supervision of top management, these committees implement and operate the internal company rules, training 
activities, and monitoring systems required for compliance with the laws and regulations governing the Fujitsu Group’s business 
activities. 
 
*1 
Policy on the Internal Control System (p.5-p.10) 
https://www.fujitsu.com/global/imagesgig5/notice121b.pdf 
 
Fujitsu Way Code of Conduct 
 
The Fujitsu Way contains a Code of Conduct, which outlines the 
fundamental principles that all Fujitsu Group employees should abide 
by, as shown on the right.  
Fujitsu has also refined its Fujitsu Way Code of Conduct, by developing 
the Global Business Standards (GBS) (*2) in 20 languages to serve as 
a guide on legally compliant behavior for all Fujitsu Group-affiliated 
employees worldwide, and applies the GBS uniformly across the 
Fujitsu Group.  
 
*2 
Global Business Standards (p.22) 
https://www.fujitsu.com/global/about/philosophy/codeofconduct/gbs/ 
Fujitsu Way Code of Conduct 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-4-2 
Top Management Initiatives 
 
Top Management expresses its intentions to strive for compliance proactively and continuously through measures such as 
sending messages to employees, and in doing so, Fujitsu puts the Fujitsu Way Code of Conduct and the GBS into practice and 
spread them throughout the entire Fujitsu Group. 
The President has repeatedly sent out messages to all employees, both in Japan and overseas, declaring that Fujitsu will put an 
end to compliance violations such as collusion and the formation of cartels. Even overseas, regional heads and Group company 
top managers continuously send out messages emphasizing the importance of compliance and a corporate culture that has zero 
tolerance for wrongdoing. 
Furthermore, Fujitsu established the Fujitsu Compliance Week, which begins on December 9th, the United Nation’s designated 
International Anti-Corruption Day, and employs measures such as sending out simultaneous messages across the Fujitsu Group 
to encourage employees to focus on compliance and promote compliance discussions. 
 
Global Compliance Program 
 
Fujitsu has developed the Fujitsu Global Compliance Program (GCP) to implement and disseminate the Fujitsu Way Code of 
Conduct and the GBS, and is working to maintain and improve the Fujitsu Group’s global legal compliance structure. The GCP 
organizes our various compliance-related activities into five pillars in a systematic manner. The GCP promotes external 
understanding of Fujitsu’s compliance structure and its compliance activities, in addition to clarifying what items Fujitsu needs to 
address on a continual basis. Based on this GCP, we implement various policies and initiatives in each region, taking into account 
factors such as each country/region’s the legal systems and government institutions guidelines. 
When implementing the GCP, we establish internal Group rules and assign a compliance officer in each region to be responsible 
for compliance activities and ensure the structure’s implementation. We also continuously provide employees with various forms 
of training, with the goal of embedding the Fujitsu Way Code of Conduct and the GBS. In addition, we have established an 
internal whistleblower system(*3) in the event of compliance issues, and employees are required to immediately report 
compliance violations to the Risk Management & Compliance division if they are discovered. We periodically verify the 
effectiveness of the GCP through measures such as risk assessment, audit, and reviews by external specialists, and continuously 
work towards improving the GCP. Refer to the PDF below for information about promotion of the Global Compliance Program. 
 
 Promoting the Global Compliance Program 
https://www.fujitsu.com/global/documents/about/csr/compliance/2021_Promoting_GCP_en.pdf 
 
 
Fujitsu Global Compliance Program 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-4-3 
*3 
Internal Whistleblower System: 
The Fujitsu Group has established an internal and external point of contact, known as the Compliance Line/Fujitsu Alert, to receive reports 
from all Group employees (including retirees, temporary transfers, contracted employees, part-time employees and dispatch workers) and 
to provide consultations (including anonymous reports).  
 
We have established a Compliance Line and Fujitsu Alert for Suppliers in Japan to receive reports from the suppliers of Fujitsu and its 
Japanese Group companies, to whom we directly supply products, services, software and other goods. Fujitsu Alert is also available in 20 
languages outside of Japan, and it accepts reports from customers, suppliers and other third parties 24 hours a day, 365 days a year. 
 
 Fujitsu Alert 
https://secure.ethicspoint.eu/domain/media/en/gui/102834/index.html 
 Compliance Line for Suppliers in Japan 
https://www.fujitsu.com/jp/about/csr/management/compliance/complianceline/ 
 
Initiatives for Security Export Controls 
 
The export of goods and the transfer of technology that could be used for the development or production of weapons of mass 
destruction or conventional weaponry is controlled by an international framework for security export controls, with the objective 
of maintaining global peace and security. In Japan, regulations for security export controls are implemented under the Foreign 
Exchange and Foreign Trade Act (the Foreign Exchange Act). 
In line with the Fujitsu Way Code of Conduct’s stipulation that employees should comply with all laws and regulations, Fujitsu has 
enacted “Internal Compliance Program” on Security Export Control Regulations whose fundamental objective is the promotion of 
security export controls that are not only in accordance with the Foreign Exchange Act, but with the Export Administration 
Regulations (EAR) of the United States, which are applied extraterritorially. 
Fujitsu has established a system in which the President serves as the designated Chief Security Export Control Officer, while the 
Security Export Control Office in the Legal, IP and Internal Control Unit serves as the organization that promotes security export 
control activities. The Security Export Control Office carries out all classification and transaction screening (verifying the 
country/region receiving the goods/technology, the intended application for it, and the identity of the client) for export of goods 
and the transfer of technology to overseas locations, where all necessary licenses are adequately obtained before shipment. In 
addition, in the “Internal Compliance Program” such process is established that legal violations shall be reported immediately. 
When conducting business, in order to prevent legal violations by misinterpretation of and/or overlook of related regulations, we 
coordinate closely with the Ministry of Economy, Trade and Industry, which has jurisdiction over export administration 
regulations. 
In order to maintain this internal system for security export controls and keep it going, we continue to conduct regular audits and 
provide export controls training to all executives and employees. 
With regard to all domestic and overseas Group companies, Fujitsu headquarters offer guidance about how to develop rules and 
establish frameworks for proper security export controls, provides educational support and audit support, and organizes 
gatherings within the Group for the purpose of information exchange, among other activities. In addition, since FY 2013, Fujitsu 
has been developing an e-Learning course that covers security export controls and is available in 20 languages for Group 
companies around the world. 
 
System to Ensure Proper Financial Reporting 
 
In the “Policy on the Internal Control System”, which was resolved by the Board of Directors, Fujitsu stipulates the following 
points. 
 
1. The Company has, apart from the organization that prepares financial reports, an organization under the Chief Financial 
Officer responsible for establishing, operating, and evaluating internal control over Fujitsu Group financial reporting, to 
ensure the effectiveness and reliability of financial reports. 
2. These organizations create rules for establishing, operating, and evaluating internal control over the unified accounting 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-4-4 
policies shared throughout the Fujitsu Group and financial reporting. 
 
Status of operations 
 
Under the direction of the Risk Management & Compliance Committee, the organization responsible for internal control and 
internal audits has established the system, and in accordance with the rules established by the Company based on the principles 
of the “Practice Standards for Management Assessment and Audit concerning Internal Control Over Financial Reporting” 
published by the Business Accounting Council, internal control over financial reporting throughout the Fujitsu Group is assessed. 
The activity status and assessment results are reported to the Chief Financial Officer and the Risk Management & Compliance 
Committee. 
 
Our Approach to Tax Matters 
 
Tax compliance at the Fujitsu Group is carried out according to the Fujitsu Way Code of Conduct. 
 
 We understand the purpose and spirit of each country’s tax laws and treaties, as well as other guidelines such as those laid 
out in the BEPS (Business Erosion and Profit Shifting) Project led by the OECD, and abide by them. We strive to file tax 
returns and pay taxes appropriately. 
 We strive to respect the general rule of an arm’s length price in transactions between related companies. We will thereby not 
engage in profit shifting to countries where we do not conduct business activities—countries which are tax havens or have 
low tax rates—in an intentional attempt to avoid taxation. 
 
We will act in good faith in our relationships with tax authorities, and behave in an ethical and transparent manner, in 
accordance with the values that are cherished by the Fujitsu Way. 
Based on the above, we aim to achieve proper tax management, in order to continuously improve corporate value. 
 
FY 2020 Performance 
 
Compliance Training 
 
 Compliance e-Learning for all officers and employees at the Fujitsu Group (Conducted in 16 languages for approximately 
130,000 people) 
 Other e-Learning and on-demand training for different regions, companies, positions and/or functions(For example, 
training conducted for newly appointed executives, managers and overseas assignees, newly hired employees or sales 
employees) 
 
Security Export Controls 
 
 Regular internal audits: 30 divisions within Fujitsu 
 Seminars for employees responsible for export controls at Group companies: 53 domestic Group companies 
 Audits, training and structural enhancement and support: 38 domestic Group companies and 5 overseas Group companies 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-5 
 
 
 
 
 
 
 
 
 
Global Responsible Business 
 
 
-  Supply Chain  - 
 
 
The Fujitsu Group specifies Co-existence with Suppliers; Fair and Proper Evaluation and Selection of Suppliers; and Promotion of 
CSR-Conscious Procurement Activities as the procurement guidelines for its global procurement activities, and aims to achieve 
CSR risk-free procurement to fulfill its corporate social responsibility.

Fujitsu Group Sustainability Data Book 2021 
 
5-5-1 
Supply Chain 
Goals
 WHAT FUJITSU ASPIRES TO BE  
In its supply chain, the Fujitsu Group will achieve responsible procurement that embraces diversity and gives full consideration 
to human rights, the environment and health & safety. 
 GOALS FOR FY2022  
 The Fujitsu Group will achieve responsible procurement in its supply chain. 
To ensure that its major suppliers comply with the international standards for responsible procurement, the Fujitsu Group 
will obtain one of the following documents from its major manufacturing subcontractors and parts suppliers for its core 
products: (Target KPI =100%) 
KPI: ･A platinum or gold level of site recognition under the RBA Audit Recognition program 
 
･Written consent with the Fujitsu Group CSR Procurement Guideline (equivalent to the RBA Code of Conduct) 
 Promotion of supply chain diversity 
We set supply chain diversity as our goal of Responsible Business and promote it globally. 
 
Policy 
 
The Fujitsu Group holds “Co-existence with Suppliers”, “Fair and Proper Evaluation and Selection of Suppliers” and “Promotion of 
CSR-Conscious Procurement Activities” as the tenets of its Corporate Social Responsibility (CSR) procurement policy, and conducts 
its global procurement activities accordingly. 
In 2005, we formulated the "CSR Procurement Guideline” for CSR procurement and requested our suppliers in Japan and overseas 
to comply with that guideline. In 2018, we adopted the RBA(*1) Code of Conduct as the "Fujitsu Group CSR Procurement 
Guideline". 
 
*1 
[PRESS RELEASE] Fujitsu Joins EICC, a Global Corporate Social Responsibility Coalition (renamed as the Responsible Business Alliance 
(RBA) in October 2017) 
https://www.fujitsu.com/global/about/resources/news/press-releases/2017/0329-01.html 
 
 Fujitsu Group Procurement Policy 
https://www.fujitsu.com/global/about/procurement/policy/ 
 
 Fujitsu Group CSR Procurement Guideline (RBA Code of Conduct) 
https://www.responsiblebusiness.org/code-of-conduct/ 
 
Structures for Promoting CSR Procurement & Periodic Reviews 
 
Under the group-wide policy, the relevant departments in the Fujitsu Group collaborate regarding the promotion of CSR activities. 
In the area of procurement, the Global Supply Chain Unit works with the relevant departments in promoting socially responsible 
procurement activities by suppliers. The CSR promotion activities are targeted at our major suppliers, that is, the largest suppliers 
on a monetary basis and those who have ongoing dealings with Fujitsu. 
We initially clarify the compliance items through its CSR Procurement Guideline and then require our suppliers to undertake CSR 
activities. To confirm that these CSR activities are being fully implemented by suppliers, they are asked to respond to a range of 
surveys on topics such as green procurement, information security and Business Continuity Management (BCM). 
The survey responses are analyzed and the results are returned to the suppliers as feedback. Where a supplier fails to meet 
Fujitsu’s standards, they undertake to make improvements. Where there is a particular need to check whether CSR activities are 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-5-2 
being fully implemented by a supplier, a CSR audit is conducted. Such 
suppliers are required to submit a remediation plan for any matters 
identified by the audit and Fujitsu works with the suppliers to make 
the necessary improvements. Fujitsu is continually improving its 
processes and promoting CSR procurement with the goal that 
ultimately CSR activities will be properly undertaken by suppliers and 
will become firmly entrenched.  
 
 
 
Promoting Activities and Participation in Industry-standard Initiatives 
(RBA Membership) 
 
The Fujitsu Group is a member of the Responsible Business Alliance (RBA), a global CSR alliance. As such, we give serious 
consideration to the RBA’s Code of Conduct and engage in socially responsible procurement with our suppliers and throughout 
our supply chain. 
The Fujitsu Group also takes an active role in the programs and initiatives of organizations such as the Japan Electronics and 
Information Technology Industries Association (JEITA) and works to promote socially responsible procurement in the industry. 
 
Addressing High-Risk Minerals 
 
The policy of the Fujitsu Group is to exclude from its products, 
components and supply chain any minerals that give rise to conflicts 
(“conflict minerals”), or minerals that are at high risk of being 
associated with forced labor or human rights violations. (The Fujitsu 
Group identifies tantalum, tin, gold, tungsten and cobalt as high-risk 
minerals.) Fujitsu has also established a structure to ensure the 
transparency of procurement activities in the supply chain and the 
responsible procurement of minerals. This structure includes the 
relevant internal departments and operates under the jurisdiction of 
the Sustainability Management Committee (chaired by Fujitsu’s 
President).  
 
 Fujitsu Group Policy on Responsible Minerals Procurement 
https://www.fujitsu.com/global/documents/about/csr/procurement/Fujitsu_Group_Policy_on_Responsible_Minerals_Sourcing_
v01.pdf 
 
Surveys on High-Risk Minerals 
 
As part of its due diligence, the Fujitsu Group conducts high-risk minerals surveys with reference to the “OECD Due Diligence 
Guidance for Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas”. These surveys use the Conflict 
Minerals Reporting Template (CMRT) and Cobalt Reporting Template (CRT) developed by the Responsible Minerals Initiative 
(RMI). 
 
 List of smelters checked in the surveys 
https://www.fujitsu.com/global/documents/about/csr/procurement/CF_SOR List_2021.pdf 
 
Reminders are sent to those suppliers who failed to respond to our survey by the due date. If survey responses reveal insufficient 
answers, suppliers are asked to resubmit their responses. Where customers indicate that a smelter is considered to be “risky”, we 
ask suppliers using that smelter to re-examine the nature of their dealings with the smelter. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-5-3 
While there have been no confirmed reports yet of smelters having any involvement with armed groups, we will continue to 
conduct programs aimed at identifying smelters and further increasing transparency in our supply chain. 
 
Promoting Green Procurement 
 
The Fujitsu Group has set out its basic approach to the environmentally sound procurement of components, materials and 
products in the Fujitsu Group Green Procurement Direction, and we are working with our suppliers to promote green procurement 
activities. One target for such activities is the reduction of CO2 emissions, and the Fujitsu Group is requesting that all of its 
suppliers, and their suppliers in turn, reduce their CO2 emissions. In addition, we are asking our suppliers to conduct water risk 
assessments as a first step toward water resource conservation. We will continue to promote activities that reduce environmental 
impacts throughout our supply chain. 
 
 Fujitsu Group Green Procurement 
https://www.fujitsu.com/global/about/procurement/green/ 
 
Promoting Information Security Measures 
 
Based on the “Cybersecurity Management Guidelines” issued in December 2015 by Japan's Ministry of Economy, Trade and 
Industry (METI) and the Information-technology Promotion Agency (IPA), the Fujitsu Group, along with its suppliers, has adopted 
the goal of “eliminating information security incidents”, and is continually implementing measures to prevent such incidents or 
recurrences. These measures include education, raising awareness, auditing and sharing information. 
In recent years, there has been a significant increase in the commercial use of external services such as cloud computing and 
social media. There has also been a rapid increase in opportunities for the use of smart devices such as smartphones and tablet 
PCs. During 2020, there were major changes to workplace arrangements to mitigate the spread of the COVID-19 pandemic, 
notably a rapid rise in teleworking (working from home). Regarding the risk of information leaks, it is necessary to prevent not 
only incorrectly addressed emails being sent by mistake and the theft or loss of PCs and smart devices, but also new kinds of 
risks such as in-house crimes and cyber terrorism. In this context, when the Fujitsu Group consigns work to suppliers, including 
those outside Japan, it promotes education and awareness by requiring the same standards of information security management 
and handling of personal information as it applies to its own operations. If any serious problem regarding information security is 
discovered at a supplier, or if the supplier fails to immediately implement corrective measures and no improvement is observed, 
Fujitsu will take steps such as reviewing its business relationship with the supplier. 
 
Enhancing Supply Chain BCM 
 
The Fujitsu Group sees the enhancement of Business Continuity Management (BCM) throughout its supply chain as essential to 
ensuring a stable supply of products and services in the event of major disasters or other unexpected contingencies. Accordingly, 
since FY2007 we have provided our suppliers with ongoing support to improve their BCM capabilities. 
 
Fujitsu conducts an annual questionnaire-based survey of its suppliers on how they address BCM. This survey also covers some 
group companies that conduct their own procurement. We analyze the responses to the survey and then provide feedback to the 
suppliers and group companies. Since FY2014, we have been using a standard survey form developed by JEITA’s Materials 
Committee. 
Fujitsu also conducts annual surveys of major solutions-related suppliers, analyzing the responses and providing feedback. 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-5-4 
Communication with Suppliers 
 
Business Meetings 
 
Under the Suppliers' Performance Review (SPR(*2)) system, the Fujitsu Group holds management-level business meetings 
targeting around 42 of its major suppliers. These meetings provide both direct feedback on the assessment results in an 
interactive format as well as explanations of Fujitsu’s business outlook and procurement strategy. The feedback provided at these 
meetings also addresses CSR topics, and suppliers whose efforts do not meet Fujitsu’s standards are asked to make 
improvements. Fujitsu also carries out assessments of solutions-related suppliers and provides the results of those assessments 
as feedback to the major suppliers. 
 
*2 
Suppliers’ Performance Review: A program developed by Fujitsu that assesses the performance of procured goods and the basic profile of 
enterprises in terms of quality, technology, price, supply and CSR. 
 
Fujitsu ActivateNow Partner Summit 
 
The Fujitsu Group has held events for its suppliers since 1997. We held our global flagship event, Fujitsu ActivateNow Partner 
Summit(*3), in an online format in FY2020. Senior executives and the heads of business groups gave an overview of Fujitsu’s 
business direction, and the Executive Vice President responsible for purchasing explained Fujitsu’s procurement strategy. This 
event was also an opportunity to present certificates of appreciation to partners who had made exceptional contributions to our 
business and to further strengthen our partnerships with suppliers. 
 
*3 
Fujitsu ActivateNow Partner Summit: A reorganized event that replaced the previous Fujitsu Suppliers’ Reception and the Fujitsu Group 
Core Partner Forum. 
 
Strengthening Procurement Compliance 
 
Education by Procurement Divisions 
 
The procurement divisions of the Fujitsu Group conduct training programs for their suppliers to disseminate awareness of CSR 
and ensure that procurement is socially responsible. In addition to CSR procurement and green procurement, training aimed at 
increasing awareness among procurement staff is also offered in the areas of risk management (BCM activities) and compliance 
with legislation such as the Subcontracting Law and the Worker Dispatching Business Law. 
 
Supplier Compliance Line 
 
The Fujitsu Group uses the Supplier Compliance Line as a channel to receive reports from suppliers regarding any actions that are 
potential or actual instances of non-compliance in our purchasing activities. Channels have been set up both internally and 
externally through which we can verify and investigate the facts of each report and respond quickly. 
Fujitsu’s internal reporting standards prohibit any adverse treatment of its own staff making such reports or of staff from 
suppliers making the reports. 
Our agreements with suppliers also include explicit provisions on the elimination of anti-social forces and other such groups with 
the aim of preventing harmful actions by such anti-social forces (and avoiding any encouragement of their activities). The Fujitsu 
Group, including its suppliers, will have no relationship whatsoever with anti-social forces. 
 
 Supplier Compliance Line (Japanese only) 
https://www.fujitsu.com/jp/about/csr/management/compliance/complianceline/ 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-5-5 
FY2020 Performance 
 
CSR Surveys 
 
 
CSR surveys of major suppliers in Japan and overseas: 119 companies★   ★Indicator assured by third party 
 Five suppliers had CSR-related processes that were judged in need of enhancement, and they were requested to implement 
remediation measures in accordance with Fujitsu’s procurement policies and guidebook. 
 
High-Risk Mineral Survey Results 
 
 Fujitsu received responses from 81% of the suppliers surveyed. 
 Smelters operated by 373 companies were checked, of which 257 were compliant with the RMI-certified Responsible 
Minerals Assurance Process (RMAP). 
 
Promoting Information Security Measures 
 
 Web surveys on the state of information security measures (Aug.-Nov. 2020): 2,124 companies 
 Audits on the state of information security measures (self-administered) (Nov. 2020-Mar. 2021): 277 companies 
 
Enhancing Supply Chain BCM 
 
Products: 
 Surveys conducted (July-Oct. 2020): Approximately 780 companies / 2,500 locations 
 Feedback provided (Nov. 2020): Approximately 780 companies / 2,500 locations 
Solutions: 
 Assessment feedback provided: Approximately 270 companies 
 
Communication with Suppliers 
 
Products: 
 Business meetings held: 42 
 Feedback provided (Nov. 2020): Approximately 780 companies / 2,500 locations 
Solutions: 
 Assessment feedback provided: Approximately 270 companies 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-6 
 
 
 
 
 
 
 
 
 
Global Responsible Business 
 
 
-  Occupational Health and Safety  - 
 
 
According to our corporate policy "to ensure a safe and comfortable working environment", the Fujitsu Group gives top priority in 
all business activities to protecting the health and safety of our employees, both in mind and body. This is done by providing 
healthy and safe work environments tailored to the different cultures in which we operate.

Fujitsu Group Sustainability Data Book 2021 
 
5-6-1 
Occupational Health and Safety 
Goals
 WHAT FUJITSU ASPIRES TO BE  
The Fujitsu Group's first priority in all business activities is to protect the health and safety of our employees both in mind and 
body by providing a safe and healthy work environment tailored to the different cultures in which we operate. 
 We will foster a culture that does not tolerate accidents, incidents and poor safety performance. 
 We will ensure safety is a core business value, and make safety important and personal in order to influence people’s 
decisions and behavior. 
 We will completely eliminate the loss of business opportunities due to preventable illnesses, injuries, and unexpected 
work-related accidents 
 GOALS FOR FY2022  
The Fujitsu Group will maintain a safe and comfortable working environment, and promote employees’ mental and physical 
health in every work place. 
KPI:  ・Zero occurrences of serious accidents 
 
・Implementing health and safety-related management reviews at the global level, conducted once a year 
 
Policy 
 
The Fujitsu Group has established a Health and Safety Policy, and we promote group-wide efforts to set up safe, pleasant working 
environments and create a workplace culture that will ensure the health and safety of our employees. 
 
Fujitsu Group’s Health and Safety Policy 
Ensuring the health and safety of Fujitsu's employees is one of the most important management topics, and it is given the 
highest priority in all of Fujitsu's business activities. 
 
Promotion Framework and Regular Reviews 
 
The Fujitsu Group has established a system to promote health and safety in each region, and we are moving forward to ensure 
compliance and preventive measures for occupational health and safety in accordance with the laws of each country through a 
comprehensive, region-led approach. We have set up the Central Health and Safety Committee, which is comprised of the 
executives in charge of the Human Resources Unit and Health Promotion Unit, and representatives and others from the Labor 
Union, to function as an overseer for the Health and Safety Committees at each business site in Japan. It meets once per year to 
share information and report to management and those in charge at each location about the confirmed status of disasters that 
have occurred at business sites, and about preventative measures, while also formulating Group-wide health and safety related 
policies. 
In addition, the health and safety management organizations at individual business sites hold monthly Health and Safety 
Committee meetings. These committees establish policies suited to the unique characteristics of each site and work to create 
healthier, safer workplaces in accordance with policies related to the Occupational Health and Safety Management System. These 
health and safety management organizations also survey the worksites to check and improve anything that is potentially 
dangerous or could lead to occupational accidents, and they conduct risk assessments. 
In the Europe, Global Delivery, United States and Oceania , since FY 2018, we have focused on collecting and utilizing data on the 
occurrence of occupational accidents with the aim of promoting the prevention of occupational accidents. In FY 2019, we 
established a cross-sectional system for incident management. We have set medium- and long-term goals that we aim to 
achieve in the Europe, Global Delivery and United States and United States regions which include these specific measures, and 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-6-2 
we are working diligently to strengthen governance, establish management systems, and develop human resources and skills in 
order to foster a culture that does not tolerate occupational accidents. 
 
 
 
Efforts to Improve Occupational Health and Safety 
 
The Fujitsu Group works toward health and safety with the goal of having zero occupational accidents. Our efforts to boost 
awareness for the prevention of occupational accidents include health and safety training at each division, and encouraging 
exercise habits that help prevent falls. 
 
Occupational Health and Safety Training 
 
Fujitsu and Group companies provide health and safety training, as well as health education that raises health awareness. 
Training is also conducted on-site for the particular work environments present at each individual business site. 
 
Infectious Disease Countermeasures 
 
In response to the novel coronavirus, we have thoroughly adopted a working style based on working from home, so that our 
employees around the world can work safely and with peace of mind. We have also switched from face-to-face meetings to 
online meetings and conference calls, and as a general rule, we have banned overseas business trips and long-distance business 
trips within Japan. In addition, we have developed and disseminated guidelines for working from home, and taken measures to 
review our internal operations and fulfill our social responsibilities, so that we can carry out operations smoothly, regardless of 
environment. 
As office environments, we are implementing measures such as appropriately controlling the percentage of employees in the 
office, having seat layouts which take social distancing into account, making alcohol-based disinfectant available, and managing 
records of where people sit in non-fixed seating, in order to provide workplace environments where employees can work safely 
and with peace of mind. 
We have also set up a consultation service for infectious disease countermeasures, and disseminated information to our 
employees on how to prevent and combat the spread of infectious diseases to our employees. 
 
Initiatives for Obtaining International Health and Safety Certifications 
 
Some domestic Group companies have received the ISO 45001 certification, which is an international standard, and we have 
maintained our certifications in the UK and France, and obtained new certifications in Spain and Australia. We have maintained 
other health and safety certifications, awards, and memberships, including the RoSPA Gold Award, Risk Excellence Award, OHRIS, 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-6-3 
and ILO. 
 
 
 
Other Efforts 
 
We are conducting a wide range of educational activities on occupational safety and health for employees across the globe, in 
support of the objectives of the World Day for Safety and Health at Work, which is organized by the International Labour 
Organization (ILO).  
 
FY 2020 Performance 
 
Occupational Accident Occurrences (Fujitsu and Group companies) 
 
Fujitsu and Group companies provide health and safety training and health education in order to raise health awareness. We also 
provide training at each of our offices that is tailored to the workplace environment.  
 
 
 
 
ISO45001-Certified Group Companies 
 
FDK Corporation (Takasaki Plant, Tottori Plant) 
Fujitsu Australia Limited 
Fujitsu Services Ltd 
Fujitsu Technology Solutions SA 
PFU Techno Wise Limited 
 
Educational Achievements 
 
We are leveraging the Fujitsu Learning Experience to develop an environment where employees can undergo training at any 
time at the global level. In addition, we provide health and safety training for new employees so that they will acquire 
fundamental knowledge for preventing occupational accidents, as well as the basics that will be useful in their own health 
management (approximately 1,200 employees/year) (Fujitsu and its domestic Group companies). 
In the Europe and United States regions, we also conduct annual GSA compliance training to ensure that employees acquire basic 
health and safety skills. 
★Indicator assured by third party
Japan 
(Fujitsu Ltd)
0.11★ 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-7 
 
 
 
 
 
 
 
 
 
Global Responsible Business 
 
 
-  Community  - 
 
 
The Fujitsu Group will build collaborative partnerships to engage and empower communities. We will contribute to the prosperity 
of the communities in which we work globally through collaboration with our business activities, and encourage our employees 
to develop their skills, have confidence, and be proud to work for Fujitsu through giving back to society.

Fujitsu Group Sustainability Data Book 2021 
 
5-7-1 
Community Activities 
Goals
 WHAT FUJITSU ASPIRES TO BE  
Our employees, who possess an awareness that they belong to a global society, will have a positive impact not just on society, 
but on the economy and on business, by increasing their empathy for social issues and engaging in the co-creation of 
activities. 
We will evaluate, analyze and communicate the impact that our employees have made, and offer greater value to society. 
 GOALS FOR FY2022  
Contributing to the transformation of both our corporate culture and mindset of employees 
KPI: Rate of increase in the number of employees participating in social contribution activities related to social issues:  
A 10% increase compared to FY 2019 under the new normal 
 
Our Approach to Community Activities 
 
The Fujitsu Group has cooperated with regional communities—who are important stakeholders for us—to pursue unique activities 
in each region in Japan and around the world. From now on, in order to achieve our purpose which was newly established in 
2020, we will promote our activities in Japan and overseas in a more integrated manner, and take the trust we have built in 
regions up to this point and elevate it to a global level. In order to solve the challenges facing society, we will create greater 
value by focusing on areas where we can maximize our business strengths. Furthermore, we will continue to create significant 
value by developing and enhancing systems for quantitatively assessing the impact of our activities in Japan and overseas, and 
by implementing a cycle to review and improve our activities. 
 
FY 2020 Performance 
 
Total Amount of Investments for Social Contribution Activities 
 
The following chart describes the investments for community activities at Fujitsu in FY 2020. 
 
 
 
Employee Volunteer Activity Support System 
 
The Fujitsu Group has in place a volunteer activity support system to encourage each employee's active contribution to society. 
Additionally, we have also developed various programs customized to the characteristics of each region in order to support better 
local communities in each area where we have a business site. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-7-2 
Fujitsu has set up a leave of absence system for employees to participate in the Japan Overseas Cooperation Volunteers or the 
Senior Japan Overseas Cooperation Volunteers (for up to three years), as well as a system that allots five vacation days a year for 
volunteer activities, which can be accumulated for a maximum of 20 vacation days. In FY 2020, two employees took their 
accumulated vacation days (eight days in total) to conduct volunteer activities. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-7-3 
Activities Aimed at Resolving Societal Challenges 
 
Partnering with Centrica to Provide Homeschooling Support (UK) 
 
Many children have had to shift to remote learning from home 
because of the COVID-19 pandemic. Fujitsu UK has partnered with 
Centrica to create a system for refurbishing old business laptops and 
PCs and distributing them free of charge to families whose home 
environment prevents them from accessing a suitable level of 
distance learning. Approximately 350 devices have been distributed 
to date. PCs undergo a condition assessment and cleaning, data is 
securely erased, the latest operating system is installed, a final test is 
conducted, and each device is ready for delivery to a family the next 
day. These PCs also contribute to the psychological care of children 
while they are unable to leave the home, because a computer allows 
a child to communicate with friends and teachers in the outside 
world. 
 
Supporting the Employment of People with Disability by Partnering 
with an NPO to Purchase Vocational Products (Japan) 
 
Fujitsu’s office and other Fujitsu Group companies in the Kansai region have partnered 
with an accredited NPO that sells vocational products assembled by people with 
disability. Together, the companies organized the in-house sale of the eye-catching 
products made at disability workshops throughout Japan. An unattended sales cart 
called “Petit Marché” was designed as a permanent fixture to display the goods 
available, allowing work-from-home employees to make purchases whenever they 
visit the office. Fujitsu’s partnership with the NPO led to flourishing sales, as together 
they planned and selected products, replacing and restocking the goods on a regular 
basis. This not only served as a chance for Fujitsu employees to better understand the 
importance of social contribution, but also provided an opportunity for the NPO to 
improve its sales know-how. The initiative is also contributing to the revitalization of 
local communities by connecting Fujitsu employees, who may find it hard to 
otherwise make a social contribution, with the issues commonly encountered by 
disability centers and NPOs that are not accustomed to marketing their products. 
 
 
Using a donated laptop for remote learning 
The unattended sales cart "Petit Marché" in a 
Fujitsu office 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
5-7-4
Supporting Entrepreneurs through the Programs of U.S. NPO Kiva Microfunds 
Fujitsu Group company, Ridgelinez Limited, is a transformation 
design firm that creatively integrates strategy, design and 
technology, acting as a pacesetter for leaders who aspire to a people-
centric approach to transformation. Fujitsu believes that it is 
important for all employees to be personally aware of the SDGs and 
the need to contribute to sustainability. The company is therefore 
participating in programs established by Kiva Microfunds(*1), a U.S. 
NPO that supports the provision of microfinance(*2) to entrepreneurs 
in developing countries. Through the sustainable microcredit activity 
enabled by the Kiva crowdfunding platform, Ridgelinez is providing 
new business opportunities for entrepreneurs to purchase farm 
equipment for greater yields, to improve the communication 
environment for children’s mobile learning, and to launch pharmacies to support the health of local communities. By discovering 
what drives leaders who aspire to change and by supporting their activities, the company is fostering a culture of ‘acting to 
change the world and society’. As a transformation design firm, Ridgelinez will continue to provide sustainable support so that 
people around the world can enrich their lives and proactively take on new business challenges. 
*1
The world’s first person-to-person microfinance organization, founded in 2005. A system for lending money via the Internet to sole 
proprietors in developing countries. 
*2
Financial services such as small loans and deposits designed to help needy people operate businesses, become self-reliant, and lift 
themselves out of poverty. 
Social Contribution Activities Related to the Environment 
The Fujitsu Group has set out Our Purpose as being to make the world more sustainable by building trust in society through 
innovation. To achieve this purpose, each employee works to make a positive impact on society through our businesses and life. 
 Activities in Japan 
https://www.fujitsu.com/global/about/environment/activities/japan/ 
 Activities in Overseas  
https://www.fujitsu.com/global/about/environment/activities/global/ 
Support for Damage from Natural Disasters 
The Fujitsu Group is carrying out donation and contribution campaigns in order to assist with efforts to recover from the damage 
caused by natural disasters. 
For examples of overseas cases where we donated and contributed to support natural disaster recovery, please see below (cases 
in Japan are available on our Japanese-language website) 
 FY2020 
 Donation to the Australian bushfire appeal (A$47,491 donated by Fujitsu Australia Limited). 
 FY2019 
 Fujitsu donated food, and hygienic materials to families affected by the fires that occurred in the Philippines where 
at least 1,000 families were impacted. 
 FY2018 
 Fujitsu responded to Hurricane Florence, which caused extensive damage in the southern part of the U.S., by raising 
Entrepreneurs who have received funding 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-7-5 
money to donate to the Red Cross.  
 Fujitsu fundraised and matched employee donations for victims of the devastating California wildfires. Fujitsu also 
worked with Australia Post to quickly restore essential services after flooding in Townsville, Queensland  
 FY2017 
 Fujitsu promoted initiatives to collect and deliver goods for firefighters combatting the wildfires in Portugal 
 Fujitsu donated food and personal care products to victims of Costa Rica's Hurricane 
 FY2016 
 Fujitsu fundraised and matched employee contributions in support of Italy’s earthquake victims 
 
 See here for the Great East Japan earthquake disaster recovery and reconstruction support activities. 
(Japanese language only) 
https://www.fujitsu.com/jp/about/csr/recovery/ 
 
Contributing to Society through Sports 
 
The Fujitsu Group promotes sports as a building block of a strong society. Company sports encompass the track and field team, 
the Frontiers American football team, and the RedWave women's basketball team. These organizations share the thrill of sports 
while building a more prosperous society and contributing to promoting the mental and physical health of people. 
We also cosponsor sports and promote initiatives to promote barrier-free minds through sports. 
 
 See here for our sponsorship and contributions to sports. (Japanese language only)  
https://sports-topics.jp.fujitsu.com/activity/ 
 See here for the barrier-free activities of the mind through sports. (Japanese language only)  
https://sports-topics.jp.fujitsu.com/accessibility/ 
 
 
Cultural and Sponsorship Activities 
 
 See here for information on Fujitsu's cultural and sponsorship activities. (Japanese language only) 
https://www.fujitsu.com/jp/about/resources/advertising/event/ 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-7-6 
Activities Utilizing ICT  
 
SDG Communities｜絆 (Fujitsu Global)  
 
SDG Communities｜絆 is a project that aims to bring Fujitsu 
employees together to form global virtual communities focused on 
implementation of the Sustainable Development Goals (SDGs) set by 
the United Nations. When the outbreak of COVID-19 in 2020 impeded 
traditional forms of communication and resulted in the switch to 
teleworking, Fujitsu created new communities to promote the Fujitsu 
Way through SDGs. Employees can use the company’s internal social 
media services to choose their own SDGs and start collaborating with 
other Fujitsu employees around the world who share the same 
objectives, thereby boosting their sense of organizational identity. 
The aim of participation and activity in SDG Communities|絆 is to 
embed the core values of the SDGs into the Fujitsu culture, as we 
work to make the world more sustainable and deliver on Fujitsu’s corporate purpose. 
 
 
Industry-Academia Collaboration to Foster the Development of 
Female IT Talent: 
Launch of an ICT Consortium Targeting Female University Students 
(Japan) 
 
With the aim of fostering female talent to lead the Society 5.0 era, 
the Fujitsu Group and other member organizations have launched the 
Women’s University Students ICT-driven Social Innovation Consortium 
(WUSIC). This is an industry-academia collaboration comprising two 
universities and three companies (Tsuda University, Japan Women’s 
University, FJCT, Fujitsu, and Asia). Coding classes for cloud-based 
smartphone app development are being held along with networking 
events, and opportunities are being provided to promote the use of 
the apps and match businesses with university talent. A total of 143 
female university students have participated in this program, with 
approximately 40 sessions being held so far. Fujitsu will continue to 
support the training of IT talent, fostering the study of coding to 
enhance ICT literacy and contributing to the development of planning 
and presentation skills essential for success in business. 
 
 
An overview of community activities around the world 
Students participating in a coding class 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-7-7 
Training Environment for Ontenna Programming Provided Free of 
Charge (Japan) 
 
Fujitsu is working on the development and deployment of Ontenna, a product that enables the hearing impaired to feel sound 
through vibration and light. Ontenna is a user-interface device that can be worn on the hair, earlobe, collar, cuff, etc., and allows 
the wearer to pick up tonal characteristics through vibration and light. Ontenna is now provided free of charge to around 80% of 
schools for the deaf, where it is used in speech and rhythm practice. Fujitsu has also developed a user-programmable application 
for use in schools for the deaf and other educational institutions around Japan, allowing children to easily customize the intensity 
of Ontenna’s vibration and the color of the light according to the volume of the sound for the desired reaction. Fujitsu was able to 
create a high-quality educational solution that could not be achieved simply with conventional ICT education, making it possible 
for the hearing impaired to experience a new world of sound. Fujitsu is also helping to facilitate an understanding of diversity in 
society by making it possible for more people to experience Ontenna through free lending and program rental at schools and 
educational institutions interested in programming training using this device. 
 
Ontenna in use 
The vibration intensity and light color can be 
customized 
The application in use at a school 
for the deaf 
 
Fujitsu-JAIMS Foundation 
 
Transcending borders to create a better future 
 
Fujitsu-JAIMS was established as a non-profit educational foundation 
in 1972 (the Japan-America Institute of Management Science) , 
based on the then-President’s mission to “develop talent capable of 
building a better future”. In the half century since its establishment, 
JAIMS has been working to develop leaders capable of creating the 
value required throughout that period. 
Since 2012, JAIMS has been a pioneer in fostering leaders capable of 
pursuing “the betterment of society (the common good)" by offering 
a training program in the Asia-Pacific region for those with a clear 
commitment to contributing to the advancement of their own 
country and their own community. We aim to realize the vision of 
developing talented people who can create new value for society. In 
addition to providing full support for operations, funding, etc. at 
JAIMS, Fujitsu incorporates its practical knowledge, technologies, and expertise into the program activities to further generate 
beneficial outcomes for society.  
 
 See here for information on JAIMS. 
https://www.jaims.org/ 
 
 
Program participants 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-7-8 
Fujitsu Scholarship Program 
 
The Fujitsu Scholarship Program was established in 1985 to prepare 
future business leaders for the task of connecting Japan with the rest 
of the world.  
The scholarship currently offers business people in the Asia-Pacific 
region the opportunity to participate in Fujitsu-JAIMS Foundation 
educational programs, with the intention of developing leaders who 
will have a valuable impact on their own local communities. 
Fujitsu contributes to society by providing education rooted in the 
global community and offering scholarships to those aiming to 
helping their own country or local community, thereby developing 
business leaders and promoting cultural exchange and mutual 
understanding. 
 
 See here for information on the Fujitsu Scholarship Program. 
https://www.fujitsu.com/global/about/csr/activities/community/scholarship/ 
Fujitsu Scholarship recipients 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-7-9 
Collaboration with External Parties  
 
During these times, the challenges facing society and the environment have grown in number. The principle that companies 
have a responsibility to all of their stakeholders is becoming more common internationally, to include not just customers and 
investors, but employees, suppliers, and communities of all sizes. 
Fujitsu supports this principle and is working towards the realization of a sustainable society, acting in conjunction with 
international organizations and a variety of like-minded companies. 
 
Involvement with the World Business Council for Sustainable 
Development (WBCSD) 
 
The World Business Council for Sustainable Development (WBCSD) is an 
organization headed by the CEOs of around 200 global corporations that 
aims to make sustainable communities a reality through business 
activities. The WBCSD advocates for economic system reforms under six 
programs: people, circular economy, redefining value, cities and mobility, 
food and nature, and climate and energy. Fujitsu has been involved with the WBCSD since 2013, and has continued to conduct 
activities working within several of these programs. Since 2018, CEO Tokita has been serving as part of the WBCSD executive 
committee.  
Fujitsu also participated in the WBCSD’s formulation of "Vision 2050: Time 
to Transform” in March 2021, its long-term vision for the period up to 2050. 
“Vision 2050: Time to Transform” compiles international challenges, 
roadmaps, and other information with the aim of bringing about a society 
in which more than 9 billion people are able to live well, within planetary 
boundaries, by 2050. It was developed over the course of more than 18 
months, with input from more than 200 companies and stakeholders in 20 
countries. 
In “Vision 2050: Time to Transform," the WBCSD identifies nine areas of 
transformation that companies need to achieve, including energy, 
manufacturing and resources, and health and wellbeing, and outlines 
specific actions for the next ten years. Fujitsu’s purpose is aligned with 
“Vision 2050: Time to Transform,” and we will continue to work toward the 
realization of a sustainable society. 
 
 WBCSD 
http://www.wbcsd.org/ 
 
 Vision2050 Special website 
https://timetotransform.biz/ 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
5-7-10 
Involvement with the World Economic Forum (WEF) 
 
The World Economic Forum (WEF) is a not-for-profit foundation 
established by economist Klaus Schwab that engages in programs to 
improve the state of the world through cooperation between the public 
and private sectors in a spirit of global citizenship. It offers a venue for 
close collaboration among leaders from a diverse range of major 
international institutions as well as from the business world, government, 
academia and society, with the aim of shaping global, regional and 
industry-based agendas. 
In January each year, the WEF holds its annual meeting in Davos, 
Switzerland. The Davos meetings bring together in one venue more than 3,000 leaders in their fields from around the globe, 
including company executives, political leaders, intellectuals, and journalists, to discuss the major problems confronting the 
world. 
In 2021, due to the impact of COVID-19, the "Davos Agenda" was held as an online event for five days, starting January 25. Under 
the theme of "A Crucial Year to Rebuild Trust," leaders from various fields engaged in lively virtual discussions with a view to 
partnering to rebuild the world's economic and social systems in the post-COVID era. From Fujitsu, CEO Tokita and COO Furuta 
participated in various sessions and gained more in-depth insights about the role that companies should play in bringing about 
a sustainable society. 
 
 World Economic Forum 
https://www.weforum.org/ 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
6 
 
 
 
 
 
 
Governance

Fujitsu Group Sustainability Data Book 2021 
 
6-1-1 
Corporate Governance 
 
Basic Approach to Corporate Governance 
 
Through a decision by the Board of Directors in December 2015, Fujitsu formulated a basic policy that sets out its approach to 
corporate governance (the "Corporate Governance Policy"). This Policy has been deliberated and established to best fit the 
present company conditions. However, considering the objective of corporate governance—that is, to conduct a better 
management—the company is working to continuously review the Policy so that it does not become too rigid or lose substance, 
as well as holding periodic discussions on the Policy in the Board of Directors Meeting to maintain the best corporate governance 
structure. 
The company recognizes that corporate governance is an indispensable mechanism to manage the company under our Purpose 
(from the Fujitsu Way). This is not merely to pursue short-term profits, but to ensure the trust of customers and business 
partners, to encourage employees to engage in activities vibrantly and proudly, and to contribute to society. For these reasons, 
the company designed a governance structure based on the following approach. 
 
 Basic Approach 
https://www.fujitsu.com/global/documents/about/csr/governance/approach-e/pdf/approach_e.pdf 
 
The latest version, revised in June 2020, can be downloaded from the URL below. 
 
 Corporate Governance Policy 
https://www.fujitsu.com/global/about/ir/library/governance/governancereport-b-en.pdf 
 
Corporate Governance Structure (as of June 28, 2021) 
 
In accordance with its Corporate Governance Policy, the company outlines the following rules to ensure effective oversight and 
advice, given from the diverse perspectives of Non-Executive Directors (hereinafter, the term used for a combination of 
Independent Directors and Non-Executive Directors appointed from within the company), to Executive Directors on their business 
execution as part of the Board of Directors function while taking advantage of the company through the Audit & Supervisory 
Board system. 
 
<Board of Directors> 
The Company has a Board of Directors to serve as a body for making important decisions and overseeing management. The 
Board of Directors mainly acts in an oversight and advisory role and delegates the decision-making authority over business 
execution to the Representative Directors and subordinate Corporate Executive Officers to the broadest extent that is permitted 
by law and the Articles of Incorporation of the company and is considered to be reasonable. Moreover, the oversight function of 
the Board of Directors has been strengthened by actively appointing External Directors with a high degree of independence and 
diverse perspectives. Furthermore, in order to better define the management responsibility of the Directors, their terms were 
reduced from two years to one year in accordance with a resolution at the June 23, 2006 Annual Shareholders’ Meeting. 
As of June 28, 2021, the Board of Directors consists of nine members in total, comprising three Executive Directors and six Non-
Executive Directors (including five External Directors). 
The Company held 14 meetings of the Board of Directors in FY2020 (including two extraordinary Board of Directors meetings) to 
discuss the formulation of the Management Direction and measures for its implementation as well as to decide a new 
management system based on reports from the Executive Nomination Committee. 
 
<Audit & Supervisory Board> 
The Company has an Audit & Supervisory Board that performs the auditing and oversight functions. The auditing and oversight 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
6-1-2 
functions are carried out by Audit & Supervisory Board Members, who review the Board of Directors as well as business execution 
functions and attend important meetings, including meetings of the Board of Directors. As of June 28, 2021, the Audit & 
Supervisory Board has four members, comprising two full-time Audit & Supervisory Board Members and two External Audit & 
Supervisory Board Members. The Audit & Supervisory Board held eight meetings in FY2020, mainly to discuss audit policy and 
plans, the audit method of the Accounting Auditors and the appropriateness of the audit results, and the key audit matters. 
Internal Audit Departments made reports and full-time members of the Audit & Supervisory Board reported matters of 
importance to External Audit & Supervisory Board Members, which were discussed at Audit & Supervisory Board meetings. 
The activities of Audit & Supervisory Board Members during FY 2020 included attending, and expressing opinions at, meetings of 
the Board of Directors, meetings of Independent Directors and other important meetings, inspecting important approval 
documents, exchanging opinions with Representative Directors, auditing operations of the head office and subsidiaries, 
exchanging information with auditors of subsidiaries, hearing reports from Accounting Auditors, hearing the status and results of 
an audit from the Internal Audit Department, and hearing the status of whistle-blowing activities from the Compliance 
Department. 
In addition, with respect to the key audit matters that were adopted in FY 2019, we continued to hold a suitable number of 
discussions and deliberations with Accounting Auditors in FY 2020. The discussion topics were potential risks of material 
misstatements in the consolidated financial statements and impacts of, and developments in, material events, etc. that occurred 
in FY 2020. 
 
<Independent Directors & Auditors Council> 
In response to the requirements of Japan’s Corporate Governance Code, which facilitates the activities of Independent Directors 
and Auditors, and in order to invigorate discussions on the medium- to long-term direction of the Company at its Board of 
Directors Meetings, the Company believes it essential to establish a system that enables Independent Directors and Auditors, 
who maintain a certain degree of separation from the execution of business activities, to consistently gain a deeper 
understanding of the Company’s business. Based on this recognition, the Company established the Independent Directors and 
Auditors Council, which consists of all Independent Directors (five Independent Directors and two Independent Auditors). The 
members of the Council discuss the medium- to long-term direction of the Company, share information, and exchange views so 
that each can formulate their own opinions. 
In FY2020, the Independent Directors and Auditors Council met nine times. The members shared information and exchanged 
views on the Company’s management direction, the scope of business of the Company and of the Fujitsu Group, etc. Based on 
the knowledge gained through the Council, each Independent Director and Auditor provided advice to the Board of Directors. 
 
<Executive Nomination Committee & Compensation Committee> 
The Company has established the Executive Nomination Committee and the Compensation Committee as advisory bodies for its 
Board of Directors to ensure the transparency and objectivity of its process for nominating Directors and Audit & Supervisory 
Board Members and its process for determining executive compensation as well as to ensure the fairness of the method and the 
level of executive compensation. 
The Executive Nomination Committee deliberates on candidates for Director and Audit & Supervisory Board Member positions in 
accordance with the Framework of Corporate Governance Structure and the Procedures and Policy for nomination/dismissal of 
Directors and Auditors stipulated in the Company’s Corporate Governance Policy and provides its recommendations to the Board 
of Directors. In addition, the Compensation Committee provides its recommendations about the level of base compensation and 
the method for calculating performance-based compensation to the Board of Directors in accordance with the Procedures and 
Policy for Determining Directors and Auditors Compensation stipulated in the Company’s Corporate Governance Policy. 
The members of each committee appointed in July 2021 are as follows. Additionally, the secretariats of both committees are 
operated by the Company’s HR and legal departments. 
 
 Executive Nomination Committee 
Chairperson: Atsushi Abe (Independent Director and Chairman of the Board of Directors) 
Members: Yoshiko Kojo, Scott Callon (Independent Directors), Masami Yamamoto (Director and Senior Advisor) 
 Compensation Committee 
Chairperson: Chiaki Mukai (Independent Director) 
Members: Yoshiko Kojo, Scott Callon, Kenichiro Sasae (Independent Directors) 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
6-1-3 
Following the July 2020 appointment of members to the two committees, up to the end of FY2020 the Executive Nomination 
Committee met three times to discuss the election of Representative Directors (including the CEO) and the nomination of 
candidates for Director, etc. The Compensation Committee met twice to discuss the level of compensation for Directors and 
Auditors, the composition ratio, etc. Both committees provided recommendations to the Board of Directors. 
 
 Corporate Governance Report 
Matters on Functions such as Business Execution, Auditing, Oversight, Nomination and Compensation Decisions (Overview 
of Current Corporate Governance System) 
https://www.fujitsu.com/global/about/ir/library/governance/governancereport-en.pdf 
 
The diagram below illustrates the Company's corporate governance structure. (As of June 28, 2021) 
 
 
 
Reasons for Adoption of Current Corporate Governance System 
 
We believe that both direct oversight of business execution by Non-Executive Directors and oversight by Audit & Supervisory 
Board Members who remain distant from the decision making and operation of business execution should work jointly to ensure 
highly effective oversight performance. The company has adopted the "company with Audit & Supervisory Board” model where 
an Audit & Supervisory Board, composed of the Audit & Supervisory Board Members, is established and appointed as an 
independent agent. 
The Board of Directors is composed of at least as many Non-Executive Directors as Executive Directors to ensure its capacity to 
correct faulty, insufficient, or excessive business executions. While External Directors should be the core of Non-Executive 
Directors on account of their high degree of independence, at least one Non-Executive Director is appointed from within the 
company to complement the External Directors’ knowledge in business fields and the corporate culture of the company so that 
the efficiency of oversight performance by the Non-Executive Directors is enhanced. 
 
Policy for Determining Executive Compensation 
 
Compensation paid to Directors and members of the Audit & Supervisory Board is determined based on the policy on the 
determination of the details of compensation, etc. for individual Directors established by the Board of Directors, subject to 
approval by the Compensation Committee. 
 
 The policy on the determination of the details of compensation, etc. for individual Directors (page A-17) 
https://www.fujitsu.com/global/documents/about/ir/library/reports/Report121.pdf 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
6-1-4 
Basic Approach to the Internal Control System 
 
To continuously increase the corporate value of the Fujitsu Group, it is necessary to pursue management efficiency and control 
risks arising from business activities. Recognizing this, the Board of Directors have formulated the "Policy on the Internal Control 
System", which provides guidelines on: a) how to practice and promote the Fujitsu Way, the principles that underlie the Fujitsu 
Group’s conduct; and b) what systems and rules are used to pursue management efficiency and control the risks arising from the 
Company’s business activities. 
See below for the full text of the Policy on the Internal Control System and an overview of the operating status of the systems 
tasked with ensuring appropriate business practices. 
 
 Internet releases of selected business reports and financial documents 
https://www.fujitsu.com/global/imagesgig5/notice121b.pdf 
 
Disclosures Relating to Corporate Governance 
 
Board of Directors (as of June 28, 2021) 
 
Name 
Position and Responsibilities 
Representation 
Authority 
Independent  
Officer 
Business 
executed 
Takahito Tokita 
CEO, CDXO, Chairman of the Risk 
Management & Compliance Committee 
○ 
 
Hidenori Furuta
COO, CTO 
○ 
 
Takeshi Isobe 
Corporate Executive Officer, SEVP, CFO 
 
 
Non-executive
Masami 
Yamamoto 
Senior Advisor 
 
 
Chiaki Mukai 
 
 
○ 
Atsushi Abe 
Chairman of the Board of Directors 
 
○ 
Yoshiko Kojo 
 
 
○ 
Scott Callon 
 
 
○ 
Kenichiro Sasae
 
 
○ 
 
FY2020 Attendance at Meetings of the Board of Directors or Audit & Supervisory Board 
Meeting 
Times Present 
Attendance Rate 
Board of Directors 
14 
99.2%* 
Audit & Supervisory Board 
8 
97.9%** 
 
* Of the nine members of the Board of Directors, eight attended every meeting, with only Yoshiko Kojo missing one of the 14 meetings.  
** With the exception of Koji Hatsukawa (who attended seven of the eight meetings), the other members of the Audit & Supervisory Board 
attended every meeting. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
6-2-1 
Risk Management 
 
Guidelines & Structure 
 
The Fujitsu Group considers it an important management issue to appropriately identify and respond to risks in the Group’s 
business operations and other activities. Accordingly, the Board of Directors determined a Policy on the Internal Control System. 
Based on this policy, the Fujitsu Group established a Risk Management & Compliance Committee under the direct control of the 
Board of Directors, which acts as the highest-level decision-making body on matters involving risk management and compliance. 
The committee also assigns Risk Management Compliance Officers to each of Fujitsu’s divisions and to group companies in Japan 
and overseas. These organizations collaborate to build a risk management & compliance structure for the entire group, thereby 
guarding against potential risks and mitigating risks that have already materialized. 
Furthermore, we created the Corporate Risk Management Division in November 2020, reporting directly to the CEO. This new 
body is responsible for risk management across the entire Fujitsu Group and will be better placed to interpret risk-related 
information and to spearhead rapid, appropriate responses where required. 
 
 
 
Main Business Risks（*1） 
 Economic and financial market trends 
 Customers 
 Competitors and the industry 
 Investment decisions and business restructuring 
 Suppliers, alliances, etc. 
 Public regulations, public policy and tax matters 
 Natural disasters and unforeseen incidents 
 Finance 
 Deficiencies or flaws in products and services 
 Compliance issues 
 Intellectual property 
 Security 
 Human resources 
 Fujitsu Group facilities and systems 
 Environment 
 
 
*1 
These are just some examples of the risks associated with doing business. More detailed risk-related information can be found in our 
securities and other reports. 
https://www.fujitsu.com/global/about/ir/policy/risks/ 
 
Please refer to the web page below for detailed risk information in accordance with our Task Force on Climate-related 
Financial Disclosures (TCFD) declaration. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
6-2-2 
“Response to Environmental Risks” 
https://www.fujitsu.com/global/about/environment/risk/ 
 
Processes 
 
The Risk Management & Compliance Committee, identifies, analyzes and assesses the key risks associated with business 
activities in all Fujitsu business divisions and group companies in Japan and other countries. (Among the group companies, 
implementation is focused on 33 risks identified as particularly important.) It also checks the progress of measures designed to 
avoid, mitigate, transfer and accept such risks, and then formulates new measures or reviews existing measures. The committee 
reports regularly to the Board of Directors regarding major risks that have been identified, analyzed and assessed, presenting the 
risks in a visually accessible format by ranking and mapping them. 
The committee also prepares processes for dealing with risks that have eventuated despite implementation of the various 
preventive measures. If a critical risk arises, such as a natural disaster, product fault or defect, system or service problem, 
compliance violation, information security breach or environmental problem, then the department or group company concerned 
reports immediately to the Risk Management & Compliance Committee. 
This committee then coordinates with the related departments and work sites to quickly resolve the problem by taking 
appropriate steps, such as establishing a task force. At the same time, the committee works to identify the causes of the problem 
and proposes and implements measures to prevent any recurrence. For critical risks, the committee also reports as needed to the 
Board of Directors. The Risk Management & Compliance Committee checks the progress of implementation of these processes on 
an ongoing basis and formulates improvements. 
 
 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
6-2-3 
Risk Management Education 
 
To enforce risk management across the entire Fujitsu Group, we conduct education and training at every level. 
These programs are targeted at newly appointed executives and managers, as well as Risk Management Compliance Officers, to 
educate them on our basic approach to risk management and our rules for promptly escalating issues to the Risk Management & 
Compliance Committee. The programs present specific instances of problems with products, services, and information security, 
with the aim of continually improving participants’ awareness of risk management and enhancing their capacity to respond to 
risks. 
Refer to the “FY2020 Performance” section at the end of this document for information on education outcomes for FY2020. 
 
Group-Wide Disaster Management 
 
The basic policy of Fujitsu and its group companies in Japan is to ensure the safety of staff and facilities when disasters occur, to 
minimize harm and to prevent secondary disasters. We also aim to ensure that business operations resume quickly, and that we 
can assist in disaster recovery for our customers and suppliers. To this end, we are building robust collaborative structures in our 
internal organizations and strengthening our business continuity capabilities. 
In particular, we are working to build “area-based disaster management systems” that enable the Group offices in each region to 
cooperate effectively and to promote responses via the management structures in each business unit and group company. 
To verify the efficacy of our disaster management systems and enhance our response capabilities, we conduct drills tailored to 
every level, from the entire company through to task forces, workplaces and even individuals. We also implement voluntary 
inspections and verification activities to prevent accidents and minimize the level of harm in each of our facilities. These efforts 
enable us to accurately identify existing issues, review and implement measures to address those issues, and work toward 
continually improving our capacity to prepare for disasters and sustain our business operations. 
For more information on our Group-wide disaster management, joint disaster response drills and verification activities, refer to 
the PDF listed below in the activity outcomes for FY2020 in the “FY2020 Performance” section at the end of this document. 
 
 Group-wide disaster management, joint disaster response drills, verification activities 
https://www.fujitsu.com/global/documents/about/csr/riskmanagement/2021_Disaster_Management_en.pdf 
 
Business Continuity Management 
 
Recent years have seen a significant increase in the risk of unforeseen events that threaten continued economic and social 
activity. Such events include earthquakes, floods and other large-scale natural disasters, disruptive incidents or accidents, and 
pandemics involving infectious diseases. To ensure that the Fujitsu and its group companies in Japan can continue to provide a 
stable supply of products and services offering the high levels of performance and quality that customers require, even when 
such unforeseen circumstances occur, we have formulated a Business Continuity Plan (BCP). We are also promoting Business 
Continuity Management (BCM) as a way of continually reviewing and improving our BCP. 
Since January 2020, COVID-19 has spread throughout the world with devastating consequences. To maintain the safety of its 
customers, suppliers and employees, and their families, the Fujitsu Group has placed the highest priority on preventing the 
spread of the infection. It is also promoting initiatives to sustain the supply of products and services to customers and to help 
resolve the many societal issues that have arisen due to the spread of the infection. Specific initiatives include recommending 
that employees work from home or stagger their working hours, switching internal company meetings and events to 
videoconference format or other web-based sessions, and putting in place a set of countermeasures in cooperation with 
customers and government agencies in Japan and elsewhere. Through such measures, our goal is to maintain key business 
operations and meet our social responsibilities even while the infection remains uncontained. 
 
For more information on our BCM activities, infectious disease countermeasures and BCM in our supply chain, please refer to the 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
6-2-4 
PDF listed below in the activity outcomes for FY2020 in the “FY2020 Performance” section at the end of this document. 
 
 BCM activities, infectious disease countermeasures, supply chain BCM 
https://www.fujitsu.com/global/documents/about/csr/riskmanagement/2021_RiskManagement_BCM_en.pdf 
 
FY2020 Performance 
 
Risk Management Education 
 
 Fujitsu Group new executive training: 66 people 
Uses specific examples to illustrate key points that new executives need to take note of, including internal regulatory 
systems and issues relating to risk management and compliance. 
 Fujitsu Group new manager training: Approx. 950 people 
An e-learning course that covers areas such as the basic approach to risk management and the role of managers regarding 
risk management. 
 Risk Management & Compliance seminars: 644 people 
These seminars aim to share the latest updates from the Risk Management & Compliance Committee with the Risk 
Management Compliance officers and their assistants. The objective is for the information to be used for education and in 
other measures implemented by Fujitsu business divisions and group companies. 
 Disaster Management Forum: 506 people 
These forums are targeted at Fujitsu Group staff responsible for disaster management and business continuity in Japan. 
They offer an opportunity for participants to share knowledge with the aim of improving our on-site responses to large-scale 
disasters. 
 Training for Japan-based Fujitsu and group company staff prior to assignment outside Japan: 9 sessions 
Provides employees assigned to roles outside Japan with information and training in advance on Fujitsu’s risk management 
systems, and the key points of overseas-specific risks and how to deal with those risks. 
 
Disaster Management & BCM Training 
 
 Joint disaster response drills: The FY2020 theme for Japan’s annual nationwide disaster response drills that incorporate mock 
disaster exercises was the “Nankai Trough Megathrust Earthquake”. These drills are used to ensure and to verify that Fujitsu 
and its group companies in Japan are fully versed in the essentials of dealing collaboratively with major disasters. (Proposed 
scenarios include “Tokyo Inland Earthquake” and “Nankai Trough Megathrust Earthquake”.) 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
6-3-1 
Information Security 
 
Policy 
 
The Fujitsu Group places ICT as our core business. Our corporate vision is to contribute to creating a safe, pleasant, networked 
society, we work to ensure and improve the level of information security throughout the Group. 
In April 2016, we established the Fujitsu Group Information Security Policy(*1) in order to share this vision and encourage action 
by each employee. Based on this policy, we are implementing information security measures, along with establishing internal 
regulations related to information management and ICT security at Group companies in Japan and overseas. 
 
*1 
Complete text of the Fujitsu Group Information Security Policy (Global Security Policy) 
https://www.fujitsu.com/global/imagesgig5/InformationSecurityPolicy_en.pdf 
 
KEIDANREN, otherwise known as the Japan Business Federation, announced its Declaration of Cyber Security Management in 
March 2018. The Fujitsu Group supports KEIDANREN’s declaration as being consistent with principles set forth in the Fujitsu Cyber 
Security Declaration (November 2016). 
 
 KEIDANREN’s DECLARATION OF CYBER SECURITY MANAGEMENT 
https://www.keidanren.or.jp/en/policy/2018/018.pdf 
 
 The Fujitsu Declaration on Cybersecurity 
https://www.fujitsu.com/global/documents/about/csr/security/Cybersecurity_declaration.pdf 
 
Management Structure 
 
Given the recent increase in cyberattacks, the Fujitsu Group appointed a Chief Information Security Officer (CISO) under the 
authority of the Risk Management and Compliance Committee(*2) in order to further strengthen security measures in the Group. 
Moreover, in aiming to strengthen our global information security governance we have appointed Regional CISOs around the 
world. 
 
 
 
*2 
Message from the Fujitsu Group Chief Information Security Officer (CISO) (page 2) 
https://www.fujitsu.com/global/about/resources/reports/securityreport/ 
 
Regional CISOs report to the CISO on information security measures implemented by security teams at each group company. The 
CISO periodically reports to the Risk Management and Compliance Committee on the status of information security measures, 
and also makes additional reports whenever necessary. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
6-3-2 
Security Controls 
 
Functions 
 
In order to strengthen information security measures, the 
Fujitsu Group has established a Security Management 
Organization directly controlled by the CISO. The Security 
Management Organization implements controls by 
fulfilling the following functions: Security Management, 
Security Measure Implementation, Monitoring, Analysis, 
and Evaluation, and Incident and Response. 
 
 
 
 
 
Security Measures 
 
Security Measures Which Incorporate "Zero Trust" 
 
The number of cyberattacks is rapidly increasing, and their methods are becoming more sophisticated and complex. In addition, 
changes to how people work are also causing security defense initiatives to be revamped to keep up with the times. 
The Fujitsu Group has adopted the idea of multi-layered defense as the basic concept of its information security measures, using 
multiple different measures to defend against cyberattacks, which are typified by targeted attacks that cannot be protected 
against by a single security measure. As IT environments change from being on on-site to being on the cloud, we are making the 
shift from the concept of multi-layered defense to a "zero trust" concept which trusts nothing, operating under the premise that 
all networks, devices, users and applications will be attacked. We apply "zero trust" to the three axes of cybersecurity, physical 
security, and information management, and ensure internal information security by authorizing access to information assets 
after authenticating the legitimacy of the user. 
 
 
 
Cybersecurity 
 
The Fujitsu Group has taken measures according to its IT infrastructure characteristics, in order to achieve zero trust. As a measure 
against targeted cyberattacks, we have built an authorization and authentication based infrastructure, in addition to taking 
Return to Table of Contents

6-3-3
Fujitsu Group Sustainability Data Book 2021 
measures against unauthorized access and malware, in combination with measures against device management, ID 
management and data breaches. We are introducing measures to fight ever more sophisticated, varied and complex 
cyberattacks. 
Physical Security 
Fujitsu has built a physical security environment which combines manned guarding and mechanical security on three levels: 
sites, buildings and floors. Furthermore, in order to create an even more advanced physical security environment, we have 
internally deployed security gates in combination with a vein authentication device that can prevent identity theft. In addition, 
we are considering linkage for applications other than security gates (such as multifunctional printers) with the vein 
authentication device to improve the user-friendliness of internal services. 
Information Management 
< Safeguarding Information Through Information Protection Management Systems >
Fujitsu and its domestic Group companies implement 
autonomous activities at work sites to properly safeguard 
third-party confidential information and our confidential 
information. Specifically, these include establishing 
appropriate management, depending on the client, and 
taking action to protect information. Activities are designed 
to match circumstances at different customers and clients; for 
example, we consider rules for different industries and 
business categories. We also conduct audits by in-house, 
third-party organizations. In this way, we work to build 
information protection management systems to confirm the 
status of initiatives and improve protection of information. 
In addition, we have also unified the classification of information on a global basis, which includes overseas Group companies, to 
enable the exchange of information that is not affected by regional characteristics, business practices, or culture, and to enhance 
the security of information management across the entire group. 
Safeguarding Personal Information 
As part of our efforts to protect personal information, Fujitsu acquired the PrivacyMark(*3) from JIPDEC in 
August 2007. We are also working to continually enhance our personal information protection, including 
annual training and audits on personal information handling.  
Domestic Group companies also acquire the PrivacyMark as needed and implement thorough personal 
information management. Privacy policies based on the laws and social demands of each country are 
posted on the websites of overseas Group companies. 
*3
The PrivacyMark is granted to business operators that appropriately handle personal information under personal information 
management systems that conform to JIS Q 15001:2017. 
GDPR (*4) Response 
Fujitsu has constructed a global personal information protection structure and is working to strengthen protection of personal 
data. Under the guidance of the CISO organization and legal business units, we have cooperated with entities such as our 
European subsidiaries to develop guidelines and internal regulations related to protection of individual rights in response to 
GDPR. We have also designed check sheets for the formulation, design, and initial setting of rules. Furthermore, we have updated 
the operation process with the rules and held employee training. 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
6-3-4 
In response to restrictions on transfer of personal data outside of the EU, we provide appropriate contractual and technical 
support in accordance with legal requirements. 
In addition, we applied to the Dutch Data Protection Authority (DPA) in December 2017 for our Binding Corporate Rules for 
Processors (BCR-P), which are common rules established across the Fujitsu Group related to the handling of personal data that 
customers have entrusted to the Group for processing. 
In addition, the European Commission and Japan have mutually recognized each other’s data protection laws, which went into 
effect on January 23, 2019, as providing an adequate level of protection. Based on this recognition, Fujitsu has established 
internal rules related to the handling of personal information moved between regions, and spread awareness regarding those 
rules. 
 
*4 
General Data Protection Regulation (GDPR): The GDPR (EU regulations requiring companies, organizations, and groups to protect personal 
information) was enacted on May 25, 2018. It includes regulations on transferring personal data out of the European Economic Area and 
the obligation to report data leaks within 72 hours. 
 
For details on other security measures, please refer to the Fujitsu Group Information Security Report 2018 (pages 8 to 13). 
https://www.fujitsu.com/global/about/resources/reports/securityreport/ 
 
Information Management Training 
 
To prevent information leaks, instead of simply informing our 
employees of the various rules and regulations, it is important 
to raise the security awareness and skill level of each 
individual employee. The Fujitsu Group holds information 
management training for employees. Specifically, we hold e-
Learning for all employees (including executives) every year. 
We also provide information security education during training 
for new employees and employees being promoted. At 
overseas Group companies, we hold information security 
training for employees every year. 
In addition, we have made the Fujitsu Learning EXperience, which has seminars on basic skills for Fujitsu employees that can be 
taken at any time, and teaching materials on information management, entitled "Basic Principles of Information Management," 
newly available internally. We are also implementing guidance on how to properly handle information so that the employees can 
adapt to new environments such as teleworking. 
 
Information System Certification 
 
The Fujitsu Group is actively working to acquire third-party evaluations and certifications in its information security initiatives. 
 
 Third-Party Evaluation and Certification 
https://www.fujitsu.com/global/documents/about/csr/security/InfoSecurity_third_party_certification_en.pdf 
 
FY 2020 Performance 
 
Information management education 
 
 Company-wide e-learning education for information management (targeted Fujitsu employees: 36,000) 
 E-learning for newly-appointed managers (Fujitsu): 530 managers 
 Introductory education and e-learning for new employees (Fujitsu): 912 new employees 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
6-4-1 
Quality Initiatives 
 
Quality Policy 
 
In addition to establishing a corporate philosophy and charter that applies to all products/services, we have also established 
regulations and standards to uphold customer requests, various features of our products/services, and laws and restrictions. 
These are all based on the Fujitsu Way. 
The Fujitsu Global Quality Policy represents a way of thinking, shared across the entire Group, for implementing a value system 
which holds the Fujitsu Way in high regard, “Trust: We contribute to a trusted society using technology.” 
This quality policy was established in order to continue providing our customers with products/services that they can feel secure 
using, but also to define quality as a foundational part of our business, and come to a shared understanding of the policy 
worldwide. 
 
Fujitsu Global Quality Policy 
1. We pursue quality from the customer’s perspective. 
2. We ensure quality to support safety and security. 
3. We engage in quality improvements together with our business partners. 
4. We have constructed a quality management and quality assurance system and we continuously engage in quality 
improvement activities. 
 
Fujitsu has established the Fujitsu Group Quality Charter, as well as five quality assurance-related regulations (such as Shipment, 
Registration, and Release Regulations, as well as Safety Promotion Regulations), in order to implement the Fujitsu Global Quality 
Policy in Japan. 
All of our measures, from planning to design to evaluation, production, sales, and even follow-up support, are based on this 
charter and these regulations. This is necessary in order to continue providing products/services that stay one step ahead of our 
customers and any changes in their business landscapes. 
 
 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
6-4-2 
Implementation Policy for the Safety of Our Products and Services 
 
The Fujitsu Group recognizes its social responsibility to contribute to building a safe and secure society. The Fujitsu Group always 
considers and endeavors to improve the safety of products and services in every aspect of the group's business activities. 
 
1. Observation of laws and regulations 
We observe laws and regulations concerning product and service safety. 
2. Efforts to secure safety 
We try to ensure that products and services are safe in a variety of use situations and take measures as necessary to secure 
the safety of the products and services. In addition to legally specified safety standards, we develop and observe voluntary 
safety standards in our endeavors to improve products and services continuously. 
3. Prevention of incidents caused by improper use, etc. 
For the safe use of products and services by customers, we properly display notices and warnings in handbooks or on the 
body of the products in order to prevent incidents caused by improper use or carelessness. 
4. Collection of incident information, etc. 
We actively collect safety-related information from customers, including information on product and service incidents and 
what might lead to such an incident. 
5. Handling of incidents 
We immediately check the facts of any occurring incident related to a product or service, investigate the cause, and handle it 
properly. If the product or service has a safety problem, we provide that information to customers and take proper measures, 
such as product recall, service recovery, and prevention of further damage and other damage from occurring. We quickly 
report the occurrence of major product incidents to the proper authorities in accordance with laws. 
 
Our Approach to Promoting Quality Assurance 
 
In addition to working with individual divisions and regions 
with regards to their quality assurance efforts, we also 
coordinate across the entire Group to share knowledge and 
information that transcend organizational boundaries. This 
helps us make better use of these efforts, and allows us to 
solve quality assurance issues that are shared across 
organizations. 
This sharing of effective quality assurance efforts increases 
the overall quality of Fujitsu’s products/services, helps to prevent issues from occurring and reoccurring, and allows us to work 
toward consistent, optimal quality for our customers all over the world.  
In order to ensure the promotion of these efforts Group-wide, we have selected Quality Management Representatives from 
relevant divisions both in Japan and overseas, through official HR announcements. These representatives will act as leaders, 
always participating in and helping implement Group-wide quality assurance efforts. They are led by the Global Quality 
Assurance Unit, an organization that operates independently of our divisions.  
 
System for Addressing Major Quality Issues 
 
In the event of major quality issues with our products and services at Fujitsu, our executives and employees act in accordance 
with risk management regulations and report the issues immediately to the Risk Management and Compliance Committee at the 
head office. Under the direction of the Committee, the relevant departments work together to consider how to respond to the 
quality issues, and how to prevent the issues from reoccurring. We are also rolling out the proposed measures for preventing 
reoccurrences to other departments through our Quality Management Representatives, and striving to prevent quality issues 
from reoccurring company-wide. 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
6-4-3 
Marking and Labeling of Products and Services Regarding Quality and Safety 
 
Fujitsu is thoroughly dedicated to compliance with relevant laws, regulations, systems, and internal policies related to marking 
and labeling of products and services regarding quality and safety. 
 
Improving Quality Assurance: Quality Management 
 
In order to provide a level of quality for our products and services which meets the needs and expectations of our customers in a 
consistent way, it is essential for us to coordinate with various organizations inside and outside Fujitsu—including business units, 
common business units, and business partners—from planning and design through development, manufacturing, testing, sales, 
operations, and up until maintenance. Frameworks and mechanisms to integrate these organizations are essential as a 
foundation for our efforts. 
This is why we built our Quality Management System (QMS): to coordinate among these business units as appropriate for the 
product or service. QMS periodically verifies the progress of the PDCA cycle in light of international certification standards such as 
the ISO in the aim of achieving process improvements to realize even higher quality. 
 
 
 
Qfinity 
 
Since FY 2001, the Fujitsu Group has worked on Qfinity(*1), improvement and innovation activities where each employee plays a 
central role in continuing to improve the quality of our products and services, as well as the quality of every job, in order to 
achieve greater customer value (CV). 
As our business model in recent years has undergone reform, we have made changes towards becoming a digital transformation 
(DX) company, and the “quality” that our customers demand has expanded to include several factors. On the other hand, in light 
of the current situation, where we are inconveniencing our customers due to issues relating to the quality of our products and 
services, starting in FY 2020, we have returned to the starting point of our improvement activities—the quality of our products and 
services—for Qfinity, and are taking action. As for our initiatives that relate to “the quality of every job,” which includes a variety of 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
6-4-4 
quality factors, we will continue with our efforts in each organization so as to be able to respond in a flexible manner. 
 
*1 
Qfinity, an internal branding term which combines the words “quality” and “infinity,” represents the DNA of the  
Fujitsu Group: the “infinite pursuit of quality by each and every employee.” 
 
FY 2020 Performance 
 
Disclosure of Information Related to Product Safety 
 
 Number of disclosed issues: 2 major product incidents (laptop battery ignition)* 
* With regards to this accident, Fujitsu has followed the relevant laws and regulations (Consumer Product Safety Act) appropriately, and 
reported to the Consumer Affairs Agency, as well as posted the contents on its website. 
 Prevention Measures for Laptop Battery Ignition Incidents 
On three previous occasions, Fujitsu has asked customers to exchange and return battery packs in order to prevent the 
spread of ignition incidents due to the possibility that foreign matter had contaminated the interior of the battery during 
the battery pack manufacturing process. 
At the same time, however, although extremely rare, there have been cases of ignition occurring in battery packs outside 
those covered by the returns and exchanges. 
It has been found that limiting the phenomena that increase the internal pressure of batteries is an effective measure in 
preventing these types of ignition incidents. 
Since February 9, 2017, Fujitsu has been offering a "Battery Charging Control Update Tool" through its website for its laptop 
PCs launched between 2010 and 2016. In addition, since November 2018, Fujitsu has been distributing the Battery Charging 
Control Update Tool via Microsoft’s Windows Update service to the laptop PCs of all those affected in order to ensure all 
customers using the affected laptop PCs apply the update. 
We also established the "Dedicated Consultation Service for FMV Battery Charging Control Updates" to provide support for 
customers' applications, and continue to maintain it. 
 
Marking and Labeling of Products and Services Regarding Quality and Safety 
 
Marking or labeling violations related to products or safety: 1 violation 
 
ISO9001 / ISO20000 Certification Status 
 
Fujitsu is continuously working to improve processes under the QMS. 
 ISO9001: 28 divisions certified 
 ISO20000: 9 divisions certified 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
6-5-1 
Working with Our Customers 
 
Improving Customer Satisfaction 
 
Our current era is characterized by dizzying levels of social and economic change, and it seems impossible to predict what will 
come about in the future. In this kind of landscape, it is vital that we maintain an accurate understanding of our customers’ 
various needs and adapt quickly to changes as they arise. In order to accomplish this, we must think and behave from the 
customer perspective, and engage continuously in reform. 
 
Working with the Customer to Drive Field Innovation 
 
Field Innovation is using a third-party perspective to uncover issues which customers have become unable to perceive, because 
they are inured to their conventional methods or routines, and assisting them with operational reform. We stay in contact with 
our customers workplace, draw closer to them, and leverage the latest digital technologies to observe people, as well as 
processes, to discover hints for reform. 
Field Innovators (FIers), who conduct Field Innovation, possess in-depth knowledge of industries and businesses. They are 
specialists who are skilled at advancing reform , utilizing visualization technologies, and consensus building. 
We support further evolution and innovation for our customers' businesses by offering high-value ICT across the entire Fujitsu 
Group. 
 
 FY 2020 Field Innovation Performance: 254 cases (of that number, 180 were new cases in FY 2020) 
 Field Innovation 
https://www.fujitsu.com/jp/about/businesspolicy/fieldinnovation/en/ 
 Field Innovation Case Studies 
https://www.fujitsu.com/jp/about/businesspolicy/fieldinnovation/en/case-studies/ 
 
The Fujitsu Customer Contact Center and Fujitsu Contact Line 
 
To be able to address roughly 40,000 annual customer inquiries quickly and accurately, the Fujitsu Customer Contact Center and 
the Fujitsu Contact Line collaborate with multiple departments and utilize AI and chatbots to respond. Furthermore, they also act 
as a form of surveillance, helping prevent missed and late responses. Not only do they increase customer satisfaction by 
facilitating quick answers, but they also allow us to analyze information about customer inquiries so that we can improve the 
development and quality of our products and services. 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
6-5-2 
 
 
 Customer Contact Center / Fujitsu Contact Line (Japanese only) 
https://www.fujitsu.com/jp/about/resources/contact/others/customer/ 
 
Advertising and Promotion Policy 
 
At Fujitsu, we work to make sure that our advertising makes use of fair and appropriate language and symbols, and are in 
adherence to laws and internal regulations. In FY 2021, we will engender the trust of society through innovation, and promote 
our initiatives to make the world a more sustainable place, so that those efforts will be more widely recognized. We also set 
goals (KPIs) and monitor these indices via the PDCA cycle to see if they have been achieved, in order to determine whether our 
advertising policies have been effective and cost-effective. 
Due to changes in the Fujitsu business model, we have also not had products and/or services that would fall under the regulation 
of the Act Against Unjustifiable Premiums and Misleading Representations. 
Fujitsu offer contact lines where the general public can voice their opinions about our advertisements. We take all of these 
opinions to heart, respond in a measured way with regard to matters that require a response, and do our best to engage in 
further communication. 
 
 Advertising and Promotion (Japanese only) 
https://jad.fujitsu.com/ 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
7 
 
 
 
 
 
 
Data and Documents

Fujitsu Group Sustainability Data Book 2021 
 
7-1-1 
External Recognition and Awards  
 
Fujitsu Group continues to be highly regarded throughout the world for its social and environmental initiatives, which have won 
awards from external organizations and led to inclusion in the following stock market indexes. 
 
Inclusion status for major stock market indexes related to Socially 
Responsible Investment (SRI) 
 
Stock market index 
Description 
Logo 
Dow Jones Sustainability 
Indices (World, Asia 
Pacific) 
Highly regarded as a global index for SRI, this index evaluates 
2,500 companies around the world in terms of corporate 
governance and economic, environmental, and social 
performance, and recognizes the top 10% of them as DJSI 
World. Fujitsu has been included in the index for nine 
consecutive years, and 21 times overall. 
FTSE4Good Index Series 
FTSE is an investment-related organization established by the 
London Stock Exchange which has created this globally-
recognized SRI index that evaluates companies based on their 
environmental, social and governance practices. Fujitsu has 
been selected for inclusion in the index for ten consecutive 
years. 
 
CDP 
International non-profit organization CDP represents a 
network of institutional investors that control over $96 trillion 
in assets. CDP scores over 5,000 companies throughout the 
world on their environmental action and identifies those that 
it rates highest as the “A List.” Fujitsu has earned a spot on 
the A List for action on climate change for three consecutive 
years and for water security this year. Fujitsu also received the 
highest rating, A, in the “Supplier Engagement Rating (SER)” 
and was certified as a "Supplier Engagement Leader Board". 
MSCI ESG Select Leaders 
Indexes (World, Japan) 
These world-renowned ESG (Environmental, Social, 
Governmental) indexes were developed by global stock index 
provider MSCI. Companies with outstanding ESG performance 
are selected for the indexes, and Fujitsu has been included for 
ten years running. 
STOXX® Global ESG 
Leaders 
This index compiled by STOXX, a subsidiary of Deutsche Börse, 
selects companies that meet criteria based on the results of 
research by ESG research company Sustainalytics from the 
Netherlands. Fujitsu has been included in the index for five 
consecutive years. 
 
ISS-oekom Corporate 
Rating 
Germany-based CSR ratings company ISS-oekom produces 
these corporate responsibility ratings which rate companies 
according to environment, social, and governance topics. The 
ratings have conferred Prime Status on Fujitsu since 2011. 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
7-1-2 
Major external recognition and awards received from FY 2020 onward 
 
Recognition, Award 
and Other Index 
Scope 
Description 
Logo 
Pride Index Gold Award
Fujitsu 
Non-profit group Work with Pride presented Fujitsu 
with its Gold Award as a company that satisfies all 
elements of its Pride Index, Japan’s first index that 
measures LGBT-related efforts of companies and 
organizations. 
 
eco-first company 
Fujitsu Group 
In September 2010, the Fujitsu Group was certified as 
a "eco-first company" by the Ministry of the 
Environment's "eco-first system". This is the first 
certification in the IT services industry. "eco-first 
system" is a system under which each company 
pledges to the Minister of the Environment that it will 
take measures to protect the environment, including 
measures against global warming and the 
preservation of biodiversity, in order to further 
promote the environmental conservation activities of 
the industry's leading companies. 
HRC Equality Index 
Fujitsu 
America 
Human Rights Campaign (HRC) Foundation’s 
Corporate Equality Index is the national 
benchmarking tool on corporate policies, practices 
and benefits pertinent to lesbian, gay, bisexual, 
transgender and queer employees. Fujitsu scored 100 
on the HRC Index for the second year on a row. 
 
Times top 50 Employer 
for Women (UK) 
Fujitsu 
The Times Top 50 Employers for Women are 
committed to gender equality in the workplace and 
have each taken action to make this happen. Fujitsu 
has been listed for outstanding progress and 
examples of best practice, impact, innovation, and 
individual achievement. 
 
Stonewall Top 100 LGBT 
inclusive employer (UK)
Fujitsu 
Fujitsu was listed in the Stonewall Top 100 Employers. 
This list is compiled from the Workplace Equality Index 
– the UK’s leading benchmarking tool for LGBT 
inclusion in the workplace. 
 
ABA100 
Fujitsu 
Australia 
Fujitsu Australia has been selected as an ABA100 
Winner for Sustainability in The Australian Business 
Awards 2020. The Australian Business Award for 
Business Sustainability [BSA] recognizes 
organizations that execute initiatives that 
demonstrate leadership and commitment to 
sustainable business practices. 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
7-1-3 
PEZA Awards for 
Community Outreach 
Programs 
Fujitsu 
Philippines 
GDC 
Fujitsu Philippines GDC scooped the Outstanding 
Community Projects Award from the Philippine 
Economic Zone Authority (PEZA). The award was 
conferred at PEZA's 25th Anniversary and Investors' 
Day, held on December 10, 2020 at the PEZA 
Auditorium in Pasay City, Metro Manila. 
Responsible 
companies, 
odpowiedzialnych Firm 
2020 
Fujitsu Poland 
GDC 
Fujitsu Poland GDC was ranked 8th in the 
“Responsible Companies Ranking” published by 
Responsible Business Forum. The category was 
“Services, commerce and transportation”. 
 
EcoVadis Platinum 
rating 
Fujitsu Group 
EcoVadis is the world’s largest provider of business 
sustainability ratings, with a global network of more 
than 75,000 rated companies. With a score of 73/100, 
Fujitsu is placed on of the top 1% of the world's 
45,000 best rated companies and a leader in our 
sector. 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
7-2-1 
Social Data 
The data marked with ★are assured by the third party. 
 
Employees in Fujitsu group 
 
 
 
FY 2018 
FY 2019 
FY 2020 
GRI 
Number of 
employees 
by region *1 
Total 
132,138
129,071
126,371★
G102-7,8 
Japan
85,347
82,232
81,425
Asia
10,488
10,794
15,527
Oceania
2,926
2,734
2,670
The Americas
5,262
4,988
4,205
EMEA*2
28,115
28,323
22,544
Number of 
Employees by Type 
of Contract (person)
Full-time 
132,138
129,071
126,371
 
Non Full-time *3 
12,990
12,750
12,580
*1 
The number of employees as of the end of the fiscal year (March 20) 
*2 
Beginning in FY 2020, the geographic region was changed from EMEIA (Europe. Middle East, India, Africa) to EMEA (Europe. Middle East, 
Africa) and India is included in Asia. 
*3 
Including fixed term employees (contracted, part-time, etc.) and excluding dispatched workers. 
 
Board of Directors (As of June 28, 2021) 
 
 
 
End of June, 2019
End of June, 2020
End of June, 2021
GRI 
Directors 
Total 
10
9
9
G405-1 
Male
8
7
7
Female
2
2
2
External directors 
4
5
5
Non-Japanese directors 
0
1
1
 
Diversity (Fujitsu Limited) 
 
 
 
FY 2018 
FY 2019 
FY 2020 
GRI 
Number of employees *1          Total
31,827
32,568
32,026★
G405-1 
Average age *2 
43.2
43.6
43.8★
Number of 
employees by age 
group 
Under 30 
4,432
4,503
4,577★
30-49 
16,287
15,549
14,713★
50 and over 
11,108
12,516
12,736★
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
7-2-2 
 
 
FY 2018 
FY 2019 
FY 2020 
GRI 
Number of 
employees by 
gender (person) 
Male 
26,397
26,919
26,202
 
Female 
5,430
5,649
5,824
Ratio of female employees (%) 
17.1%
17.3%
18.3%
Ratio of female executives and managers 
(%) 
6.15%
6.64%
7.37%★
Ratio of newly appointed female 
managers (%) (qualified personnel) 
11.5%
13.3%
13.9%
Number of non-Japanese employees 
(person) 
391
436
475
Employment rate of people with 
disabilities (%)*3(counted in every June) 
2.28%
2.23%
2.36%★
*1 
The number of employees as of the end of the fiscal year (March 20) includes executive officers and does not include non-regular 
employees. 
*2 
At the end of the fiscal year (March 31) 
*3 
The research covers Fujitsu and Fujitsu Harmony in fiscal 2019 and Fujitsu Laboratories, Fujitsu IS Service, Fujitsu Advanced Accounting 
Service, Fujitsu Home & Office Service, and Fujitsu Techno Research in fiscal 2020. 
 
Employment (Fujitsu Limited) 
 
 
 
FY 2018 
FY 2019 
FY 2020 
GRI 
Average year of 
service *1 
Total 
19.2
19.5
19.6★
 
Male
19.9
20.3
20.4
Female
16.0
16.1
16.1
Ratio of new hires 
83.3%
73.3%
72.2%
 
*1 
At the end of the fiscal year (March 31) 
 
Using the Care Leave and Short Work Hours system (Fujitsu Limited) 
 
 
 
FY 2018 
FY 2019 
FY 2020 
GRI 
Number of 
employees using 
child care leave *1 
*2 
Total 
442
541
617★
G401-3 
Male
60
110
157
Female
382
431
460
Return to work rate 
after child care leave 
(%) 
Total 
99.5%
97.7%
97.4%
Male
100%
100%
100%
Female
99.4%
97.3%
96.7%
Continuous work rate 
after child care leave 
(%) 
Total 
97.8%
98.3%
98.1%
Male
83.3%
95.5%
97.4%
Female
98.8%
98.7%
98.3%
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
7-2-3 
 
 
FY 2018 
FY 2019 
FY 2020 
GRI 
Number of 
employees using 
family care leave *1 
Total 
17
12
11★
 
Male
12
9
8
Female
5
3
3
Return to work rate after family care leave 
(%) 
95.0%
100%
100%
Continuous work rate after family care 
leave (%) 
71.4%
64.7%
100%
Number of 
employees using 
Short working hours 
(child care) *1 
Total 
841
883
803★
Male
19
26
21
Female
822
857
782
Number of 
employees using 
Short working hours 
(family care) *1 
Total 
9
13
11★
Male
3
4
4
Female
6
9
7
Paternity leave *1 
585
554
482★
*1 
Data applies to regular employees enrolled as of the end of the fiscal year (March 20).  
*2 
Short-term childcare leave taken within 8 weeks after childbirth and subsequent reacquisition (so-called papa vacation) are counted as 1 
person each. 
 
Occupational Safety and Health (Fujitsu Limited) 
 
 
 
FY 2018 
FY 2019 
FY 2020 
GRI 
Lost time injury frequency rate *1 
0.28
0.14
0.11★
G403-2 
Severity (rate) 
0.000
0.000
0.000
*1 
Number of work-related absences per 1 million working hours 
 
Human Resource Development (Fujitsu and domestic Group companies) 
 
 
 
FY 2018 
FY 2019 
FY 2020 
GRI 
Average Hours 
Dedicated to 
Training Per 
Employee (Fujitsu)   
Total 
49.9
47.6
(To be updated)
G404-1 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
8-1 
Fujitsu Group Profile (as of March 31, 2021)  
 
Company Name Fujitsu Limited 
Addresses 
●Kawasaki Main Office 
4-1-1 Kamikodanaka, Nakahara-ku, 
Kawasaki-shi, Kanagawa 211-8588, 
Japan 
 
●Headquarters 
Shiodome City Center 1-5-2 Higashi-
Shimbashi, Minato-ku, Tokyo 105-7123, 
Japan 
Representative Director President  Takahito Tokita 
Established 
June 20, 1935 
Main Business Activities 
Manufacture and sale of communications systems, 
information processing systems, and electronic 
devices, and the provision of services related to 
those products 
Capital 
¥324.6 billion 
Total Assets 
¥3,190.2billion (Liabilities: ¥1,643.3billion, 
     Net assets: ¥1,348.4 billion) 
Fiscal Year-end March 31 
Employees Consolidated 126,371/ 
Non-consolidated: 32,026 
Directors 
9 (incl. 2 female directors and 5 outside 
directors, as of June 28, 2021) 
Consolidated Subsidiaries 
364 companies 
Equity-method Affiliates 
 20 companies 
Stock Exchange Listings 
Tokyo, Nagoya 
 
Regarding Our Business Segments 
The Fujitsu Group provides a wide range of services and products with the advanced technology, high performance and high 
quality essential for the future of the ICT sector, and operates an integrated total solutions business, from the development, 
manufacture and sale of those products and electronic devices to the provision of maintenance services. 
 
Break down of Revenue by Business Segment 
Note: Revenue include intersegment sales 
 
Ubiquitous Solutions 
The Ubiquitous Solutions segment provides corporate PCs. 
Technology Solutions 
The Technology Solutions segment provides corporate customers 
around the globe with IT-driven business solutions based on our 
advanced technology and high-quality system platforms and 
services. 
 
 
 
Data center (Tatebayashi) 
 
Device Solutions 
The Device Solutions segment provides LSI devices for digital 
consumer electronics, automobiles, mobile phones and servers, 
as well as semiconductor packages and other electronic 
components. The segment also offers electronic components, 
such as batteries. 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
8-2 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
9 
Financial & Non-Financial Highlights 
★Indicators assured by third party 
 
 
 
 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
10-1 
Sustainability Data Book Framework 
 
Our Sustainability Website and Data Book 
 
Fujitsu established a sustainability website in FY 2019 in order to disclose non-financial information from the “Fujitsu Group 
Integrated Report” in more detail. Through this website, we are able to update our sustainability information in a more timely 
manner. 
We will also begin release of our “Sustainability Data Book,” a PDF that contains the information on our website, every October, 
in order to leave a record of the information that has been disclosed. 
See here for an update history of the website. 
 
 
Information Disclosure System at Fujitsu 
 
Guidelines Referenced 
 
 GRI Standards 
 Environmental Reporting Guidelines (2012/2018 versions / Ministry of the Environment) 
 UN Global Compact 
 ISO26000 
 
Comparison Table of Guidelines Referenced (GRI / UN Global Compact)  
https://www.fujitsu.com/global/documents/about/resources/reports/sustainabilityreport/2021-
report/fujitsudatabook2021e.pdf 
(“p.12-1” to “p.12-10”) 
 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
10-2 
Reporting Period 
 
This website focuses on activities in FY 2020, from April 1, 2020 to March 31, 2021, and the data presented is actual performance 
data from that period. 
 
Target Readership 
 
This report is written assuming the following readership: Fujitsu stakeholders including customers, employees, 
stockholders/investors, suppliers/business partners, international society/local communities, and public 
institutions/governments. 
 
Organizations Covered 
 
Description of social fields of this data book generally refers to the Fujitsu Group as a whole. 
“Fujitsu” in the text refers to Fujitsu, Ltd., “Fujitsu Group” refers to Fujitsu, Ltd. and its consolidated subsidiaries inside and 
outside of Japan, and “Fujitsu and its domestic Group companies” refers to Fujitsu, Ltd. and its consolidated subsidiaries in Japan. 
When using descriptors that are not listed above, we will specify the organizations that are covered. 
 
 “Community Involvement” Section 
https://www.fujitsu.com/global/documents/about/csr/editingpolicy/social_e.pdf 
 “For Our Environment” Section *Refer to the following Target Organizations table or see Data Book 5 -3 -4 -10 to 5 -3 -4 -14. 
https://www.fujitsu.com/global/about/environment/organization/ 
 
About Third Party Assurance 
 
In order to ensure the reliability of the content in the Fujitsu Group Sustainability Data Book 2021, we asked a third party, KPMG 
AZSA Sustainability Co., to examine and post a review of the report. 
 
 Independent Assurance Report  
https://www.fujitsu.com/global/documents/about/resources/reports/sustainabilityreport/2021-report/fujitsudatabook2021-
e.pdf 
(p.11) 
 
Contact 
 
 Responsible Business Division, Sustainability Unit, Fujitsu Ltd. 
Shiodome City Center,1-5,2 Higashi-Shimbashi, Minato-ku,105-7123,Japan 
https://www.fujitsu.com/global/about/csr/contact/ 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
11 
Independent Assurance Report 
 
In order to ensure the reliability of the contents of the Fujitsu Group Sustainability Data Book 2021, we asked a third party, KPMG 
AZSA Sustainability Co., Ltd. to examine and post a review of the report. 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
12-1 
GRI Standards / United Nations Global Compact (UNGC) 
principles Comparison Table 
 
 Please refer to the following URL for the SASB Standards Comparison Table. 
https://www.fujitsu.com/global/about/csr/sasb/ 
 
GRI Standards Indicator（*: Core performance indicator） 
References 
UNGC 
principle
GRI 102: General Disclosures 
1. Organizational profile 
102-1* 
Report the name of the organization. 
◆Fujitsu Group Profile 
− 
102-2* 
Report the primary brands, products, and services 
◆Fujitsu Group Profile 
− 
102-3* 
Report the location of the organization's headquarters. 
◆Fujitsu Group Profile 
− 
102-4* 
Report the number of countries where the organization 
operates, and the names of countries where it has significant 
operations and/or that are relevant to the topics covered in the 
report. 
◆Fujitsu Group Profile 
− 
102-5* 
Report the nature of ownership and legal form. 
◆Corporate Governance 
◆Fujitsu Group Profile 
[Reference]WEB(Worldwide) 
− 
102-6* 
Report the markets served (including geographic breakdown, 
sectors served, and types of customers and beneficiaries). 
◆Fujitsu Group Profile 
− 
102-7* 
Report the scale of the organization, including: Total number of 
employees 
- Total number of operations 
- Net sales (for private sector organizations) or net revenues 
(for public sector organizations) 
- Total capitalization broken down in terms of debt and 
equity (for private sector organizations) 
- Quantity of products or services provided 
◆Fujitsu Group Profile 
◆Social Data 
[Reference]Fujitsu Facts 
− 
102-8* 
a. Report the number of employees by employment contract 
(permanent and temporary), by gender. 
b. Report the number of employees by employment contract 
(permanent and temporary), by region. 
c. Report the number of employees by employment type (full-
time and part-time), by gender. 
d. Report Whether a significant portion of the organization’s 
activities are performed by workers who are not employees. 
If applicable, a description of the nature and scale of work 
performed by workers who are not employees. 
e. Report any significant variations (such as seasonal variations 
in the tourism or agricultural industries). 
f. Report an explanation of how the data have been compiled, 
including any assumptions made. 
◆Fujitsu Group Profile 
◆Social Data 
− 
102-9* 
Describe the organization's supply chain. 
◆Supply Chain 
 
102-10* 
Report any significant changes during the reporting period 
regarding the organization's size, structure, ownership, or its 
supply chain, including: 
- Changes in the location of, or changes in, operations, 
including facility openings, closings, and expansions 
◆Sustainability Data Book Framework 
◆Integrated Report Financial Section 
− 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
12-2 
GRI Standards Indicator（*: Core performance indicator） 
References 
UNGC 
principle
- Changes in the share capital structure and other capital 
formation, maintenance, and alteration operations (for 
private sector organizations) 
- Changes in the location of suppliers, the structure of the 
supply chain, or in relationships with suppliers, including 
selection and termination.  
102-11* 
Report whether and how the precautionary approach or principle 
is addressed by the organization. 
◆Fujitsu Way 
◆United Nations Global Compact 
◆Human Rights 
◆Risk Management 
◆Environmental Policy 
◆Response to Environmental Risks 
◆TCFD-Based Information Disclosure 
− 
102-12* 
List externally developed economic, environmental and social 
charters, principles, or other initiatives to which the organization 
subscribes or which it endorses. 
◆United Nations Global Compact 
◆Human Rights 
◆Collaboration with External Parties 
− 
102-13* 
List memberships of associations (such as industry associations) 
and national or international advocacy organizations in which 
the organization:  
- Holds a position on the governance body. 
- Participates in projects or committees. 
- Provides substantive funding beyond routine membership 
dues.  
- Views membership as strategic. 
◆United Nations Global Compact 
− 
2. Strategy 
102-14* 
Provide a statement from the most senior decision-maker of the 
organization (such as CEO, chair, or equivalent senior position) 
about the relevance of sustainability to the organization and the 
organization’s strategy for addressing sustainability 
◆Message from the CEO 
− 
102-15 
Provide a description of key impacts, risks, and opportunities. 
◆Risk Management 
◆Medium/Long-term Environmental Vision 
◆Response to Environmental Risks 
◆TCFD-Based Information Disclosure 
− 
3. Ethics and integrity 
102-16* 
Describe the organization's values, principles, standards and 
norms of behavior such as codes of conduct and codes of ethics. 
◆Fujitsu Way 
◆Sustainability Management in the Fujitsu Group
◆Compliance  
− 
102-17 
Report the internal and external mechanisms for seeking advice 
on ethical and lawful behavior, and matters related to 
organizational integrity, such as helplines or advice lines.  
Report the internal and external mechanisms for reporting 
concerns about unethical or unlawful behavior, and matters 
related to organizational integrity, such as escalation through 
line management, whistleblowing mechanisms or hotlines. 
◆Compliance 
◆Human Rights 
− 
4. Governance 
102-18* 
Governance structure. 
◆Corporate Governance  
◆Environmental Management System 
− 
102-19 
Report the process for delegating authority for economic, 
environmental and social topics from the highest governance 
body to senior executives and other employees. 
◆Corporate Governance 
− 
102-20 
Report whether the organization has appointed an executive-
level position or positions with responsibility for economic, 
environmental and social topics, and whether post holders 
report directly to the highest governance body. 
◆Corporate Governance 
− 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
12-3 
GRI Standards Indicator（*: Core performance indicator） 
References 
UNGC 
principle
102-21 
Report processes for consultation between stakeholders and the 
highest governance body on economic, environmental and 
social topics. If consultation is delegated, describe to whom and 
any feedback processes to the highest governance body. 
◆Corporate Governance 
◆Compliance 
− 
102-22 
Report the composition of the highest governance body and its 
committees by:  
- Executive or non-executive Independence 
- Tenure on the governance body 
- Number of each individual's other significant positions and 
commitments, and the nature of the commitments 
- Gender 
- Membership of under-represented social groups 
- Competences relating to economic, environmental and 
social impacts 
- Stakeholder representation 
◆Corporate Governance 
◆Corporate Governance Report 
− 
102-23 
Report whether the Chair of the highest governance body is also 
an executive officer (and, if so, his or her function within the 
organization's management and the reasons for this 
arrangement). 
◆Corporate Governance 
◆Corporate Governance Report 
− 
102-24 
Report the nomination and selection processes for the highest 
governance body and its committees, and the criteria used for 
nominating and selecting highest governance body members, 
including:  
- Whether and how diversity is considered 
- Whether and how independence is considered 
- Whether and how expertise and experience relating to 
economic, environmental and social topics are considered 
- Whether and how stakeholders (including shareholders) 
are involved. 
◆Corporate Governance  
◆Corporate Governance Report 
− 
102-25 
Report processes for the highest governance body to ensure 
conflicts of interest are avoided and managed. Report whether 
conflicts of interest are disclosed to stakeholders, including, as a 
minimum: 
- Cross-board membership 
- Cross-shareholding with suppliers and other stakeholders 
- Existence of controlling shareholder 
Related party disclosures 
◆Corporate Governance 
◆Corporate Governance Report 
− 
102-26 
Report the highest governance body's and senior executives' 
roles in the development, approval, and updating of the 
organization's purpose, value or mission statements, strategies, 
policies, and goals related to economic, environmental and 
social impacts. 
◆Sustainability Management in the Fujitsu Group
− 
102-27 
Report the measures taken to develop and enhance the highest 
governance body's collective knowledge of economic, 
environmental and social topics. 
◆Sustainability Management in the Fujitsu Group
− 
102-28 
a. Report the processes for evaluation of the highest governance 
body's performance with respect to governance of economic, 
environmental and social topics. Report whether such 
evaluation is independent or not, and its frequency. Report 
whether such evaluation is a self-assessment. 
b. Report actions taken in response to evaluation of the highest 
governance body's performance with respect to governance of 
economic, environmental and social topics, including, as a 
minimum, changes in membership and organizational 
practice. 
◆Sustainability Management in the Fujitsu Group
◆Corporate Governance 
◆Corporate Governance Report 
− 
102-29 
a. Report the highest governance body's role in the identification 
and management of economic, environmental and social 
◆Corporate Governance 
◆Risk Management 
− 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
12-4 
GRI Standards Indicator（*: Core performance indicator） 
References 
UNGC 
principle
impacts, risks, and opportunities. Include the highest 
governance body's role in the implementation of due 
diligence processes. 
b. Report whether stakeholder consultation is used to support 
the highest governance body's identification and 
management of economic, environmental and social impacts, 
risks, and opportunities. 
 
102-30 
Report the highest governance body's role in reviewing the 
effectiveness of the organization's risk management processes 
for economic, environmental and social topics. 
◆Corporate Governance 
◆Risk Management 
− 
102-31 
Report the frequency of the highest governance body's review of 
economic, environmental and social impacts, risks, and 
opportunities. 
◆Risk Management 
 
102-32 
Report the highest committee or position that formally reviews 
and approves the organization's sustainability report and 
ensures that all material Aspects are covered. 
◆Sustainability Management in the Fujitsu Group
− 
102-33 
Report the process for communicating critical concerns to the 
highest governance body. 
◆Corporate Governance 
◆Risk Management  
− 
102-34 
Report the nature and total number of critical concerns that 
were communicated to the highest governance body and the 
mechanism(s) used to address and resolve them. 
− 
− 
102-35 
a. Report the remuneration policies for the highest governance 
body and senior executives for the below types of 
remuneration: 
- Fixed pay and variable pay:  
- Performance-based pay 
- Equity-based pay 
- Bonuses 
- Deferred or vested shares 
- Sign-on bonuses or recruitment incentive payments 
- Termination payments 
- Clawbacks  
- Retirement benefits, including the difference between 
benefit schemes and contribution rates for the highest 
governance body, senior executives, and all other 
employees 
b. Report how performance criteria in the remuneration policy 
relate to the highest governance body's and senior executives' 
economic, environmental and social objectives. 
◆Corporate Governance 
◆Corporate Governance Report 
− 
102-36 
Report the process for determining remuneration. Report 
whether remuneration consultants are involved in determining 
remuneration and whether they are independent of 
management. Report any other relationships which the 
remuneration consultants have with the organization. 
◆Corporate Governance 
◆Corporate Governance Report 
− 
102-37 
Report how stakeholders' views are sought and taken into 
account regarding remuneration, including the results of votes 
on remuneration policies and proposals, if applicable. 
◆Corporate Governance 
◆Corporate Governance Report 
− 
102-38 
Report the ratio of the annual total compensation for the 
organization's highest-paid individual in each country of 
significant operations to the median annual total compensation 
for all employees (excluding the highest-paid individual) in the 
same country. 
− 
− 
102-39 
Report the ratio of percentage increase in annual total 
compensation for the organization's highest-paid individual in 
each country of significant operations to the median percentage 
increase in annual total compensation for all employees 
− 
− 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
12-5 
GRI Standards Indicator（*: Core performance indicator） 
References 
UNGC 
principle
(excluding the highest-paid individual) in the same country. 
5. Stakeholder engagement 
102-40* 
Provide a list of stakeholder groups engaged by the 
organization. 
◆Sustainability Management in the Fujitsu Group
− 
102-41* 
Report the percentage of total employees covered by collective 
bargaining agreements. 
◆Performance Evaluation and Compensation / 
Work Environment 
1, 3 
102-42* 
Report the basis for identification and selection of stakeholders 
with whom to engage. 
◆Sustainability Management in the Fujitsu Group
◆Stakeholder Dialogue 
− 
102-43* 
Report the organization's approach to stakeholder engagement, 
including frequency of engagement by type and by stakeholder 
group, and an indication of whether any of the engagement was 
undertaken specifically as part of the report preparation process.
◆Stakeholder Dialogue 
 
<Customers, International Society, Local 
Community> 
◆Working with Our Customers 
◆Quality Initiatives 
◆Community Activities 
 
<Suppliers> 
◆Supply Chain 
 
<Employees> 
◆Diversity and Inclusion 
◆Human Rights 
◆Performance Evaluation and Compensation / 
Work Environment 
◆Occupational Health and Safety 
◆Health and Productivity Management 
◆Human Resources Development and Career 
Design 
1∼10 
102-44* 
Report key topics and concerns that have been raised through 
stakeholder engagement, and how the organization has 
responded to those key topics and concerns, including through 
its reporting. Report the stakeholder groups that raised each of 
the key topics and concerns. 
◆Stakeholder Dialogue 
◆Working with Our Customers 
− 
6. Reporting Practice 
102-45* 
a. List all entities included in the organization's consolidated 
financial statements or equivalent documents. 
b. Report whether any entity included in the organization's 
consolidated financial statements or equivalent documents is 
not covered by the report. 
◆Fujitsu Group Profile 
◆Sustainability Data Book Framework 
◆Integrated Report Financial Section 
− 
102-46* 
a. Explain the process for defining the report content and the 
Aspect Boundaries. 
b. Explain how the organization has implemented the Reporting 
Principles for Defining Report Content. 
◆Sustainability Management in the Fujitsu Group
− 
102-47* 
List all the material Aspects identified in the process for defining 
report content. 
◆Sustainability Management in the Fujitsu Group
◆Materiality 
− 
102-48* 
Report the effect of any restatements of information provided in 
previous reports, and the reasons for such restatements. 
◆Sustainability Data Book Framework 
− 
102-49* 
Report significant changes from previous reporting periods in 
the Scope and Aspect Boundaries. 
◆Sustainability Data Book Framework 
− 
102-50* 
Reporting period (such as fiscal or calendar year) for information 
provided. 
◆Sustainability Data Book Framework 
− 
102-51* 
Date of most recent previous report (if any). 
◆Sustainability Data Book Framework 
− 
102-52* 
Reporting cycle (such as annual, biennial). 
◆Sustainability Data Book Framework 
− 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
12-6 
GRI Standards Indicator（*: Core performance indicator） 
References 
UNGC 
principle
102-53* 
Provide the contact point for questions regarding the report or 
its contents. 
◆Sustainability Data Book Framework 
− 
102-54* 
Report the 'in accordance' option the organization has chosen. 
◆GRI Guideline/UNGC Principles Comparison Table
◆Independent Assurance Report 
− 
102-55* 
Report the GRI Content Index for the chosen option. 
◆GRI Guideline/UNGC Principles Comparison Table
◆Independent Assurance Report 
− 
102-56* 
Assurance 
a. Report the organization's policy and current practice with 
regard to seeking external assurance for the report. 
b. If not included in the assurance report accompanying the 
sustainability report, report the scope and basis of any 
external assurance provided. 
c. Report the relationship between the organization and the 
assurance providers. 
d. Report whether the highest governance body or senior 
executives are involved in seeking assurance for the 
organization's sustainability report. 
◆Independent Assurance Report 
− 
GRI 103: Management Approach 
103-1* 
For each material Aspect, report the Aspect Boundary within the 
organization, as follows: Report whether the Aspect is material 
within the organization 
◆Sustainability Management in the Fujitsu Group
◆Sustainability Data Book Framework 
− 
103-2 
Disclosures on Management Approach (DMA) 
a. An explanation of how the organization manages the topic. 
b. A statement of the purpose of the management approach 
c. A description of the following, if the management approach 
includes that component: 
i. Policies 
ii. Commitments 
iii. Goals and targets 
iv. Responsibilities 
v. Resources 
vi. Grievance mechanisms 
vii. Specific actions, such as processes, projects, programs and 
initiatives 
◆Human Rights  
◆Diversity and Inclusion 
◆Occupational Health and Safety   
◆Human Resource Development and Career 
Design 
◆Quality Initiatives 
◆Supply Chain 
◆Community Activities 
◆Environmental Policy 
◆Medium/Long-term Environmental Vision 
◆Environmental Management System 
− 
103-3 
An explanation of how the organization evaluates the 
management approach 
i. the mechanisms for evaluating the effectiveness of the 
management approach; 
ii. the results of the evaluation of the management 
approach; 
iii. any related adjustments to the management approach. 
◆Human Resource Development and Career 
Design 
◆Supply Chain 
◆Environmental Management System 
− 
GRI 201: Economic Performance 
201-1 
Direct economic value generated and distributed. 
− 
− 
201-2 
Financial implications and other risks and opportunities for the 
organization's activities due to climate change. 
◆Response to Environmental Risks 
◆TCFD-Based Information Disclosure 
7, 8, 9 
201-3 
Coverage of the organization's defined benefit plan obligations. 
[Reference]Integrated Report Financial Section 
− 
201-4 
Financial assistance received from government. 
− 
− 
GRI 202: Market Presence 
202-1 
Ratios of standard entry level wage by gender compared to local 
minimum wage at significant locations of operation. 
− 
− 
202-2 
Proportion of senior management hired from the local 
community at significant locations of operation. 
− 
− 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
12-7 
GRI Standards Indicator（*: Core performance indicator） 
References 
UNGC 
principle
GRI 203: Indirect Economic Impacts 
203-1 
Development and impact of infrastructure investments and 
services supported. 
◆Activities Aimed at Resolving Societal 
Challenges 
◆Activities utilizing ICT 
8, 9 
203-2 
Significant indirect economic impacts, including the extent of 
impacts. 
− 
− 
GRI 204: Procurement Practices 
204-1 
Proportion of spending on local suppliers at significant locations 
of operation. 
− 
− 
GRI 205: Anti-corruption 
205-1 
Total number and percentage of operations assessed for risks 
related to corruption and the significant risks identified. 
− 
10 
205-2 
Communication and training on anti-corruption policies and 
procedures. 
◆Transforming Our Corporate Culture 
◆Compliance 
10 
205-3 
Confirmed incidents of corruption and actions taken. 
− 
− 
GRI 206: Anti-competitive Behavior 
206-1 
Total number of legal actions for anti-competitive behavior, anti-
trust, and monopoly practices and their outcomes. 
− 
− 
GRI 207: Tax 
207-1 
Approach to tax 
◆Compliance 
 
207-2 
Tax governance, control, and risk management 
◆Compliance 
 
207-3 
Stakeholder engagement and management of concerns related 
to tax 
◆Compliance 
 
207-4 
Country-by-country reporting 
－ 
 
GRI 301: Materials 
301-1 
Materials used by weight or volume 
◆Material Balance 
 
301-2 
Recycled input materials used 
◆Material Balance 
 
301-3 
Reclaimed products and their packaging materials 
◆Material Balance 
 
GRI 302: Energy 
302-1 
Energy consumption within the organization 
◆Material Balance 
 
302-2 
Energy consumption outside of the organization 
◆Material Balance 
 
302-3 
Energy intensity 
◆Reducing Greenhouse Gas (GHG) Emissions at 
Our Business Sites 
 
302-4 
Reduction of energy consumption 
◆Reducing Greenhouse Gas (GHG) Emissions at 
Our Business Sites 
◆Environmental Performance Data Calculation 
Standards 
 
302-5 
Reductions in energy requirements of products and services 
◆Reducing CO2 Emissions Through Products That 
Consume Less Power When in Use 
◆Environmental Performance Data Calculation 
Standards 
9 
GRI 303: Water and Effluents 
303-1 
Interactions with water as a shared resource 
◆Material Balance 
◆Reducing the Amount of Water Used 
 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
12-8 
GRI Standards Indicator（*: Core performance indicator） 
References 
UNGC 
principle
303-2 
Management of water discharge-related impacts 
− 
 
303-3 
Water withdrawal 
◆Material Balance 
◆Reducing the Amount of Water Used 
 
303-4 
Water discharge 
− 
 
303-5 
Water consumption 
◆Material Balance 
 
GRI 304: Biodiversity 
304-1 
Operational sites owned, leased, managed in, or adjacent to, 
protected areas and areas of high biodiversity value outside 
protected areas 
− 
 
304-2 
Significant impacts of activities, products, and services 
on biodiversity 
− 
 
304-3 
Habitats protected or restored 
◆Response to Environmental Risks 
 
304-4 
IUCN Red List species and national conservation list 
species with habitats in areas affected by operations 
− 
 
GRI 305: Emissions 
305-1 
Direct (Scope 1) GHG emissions 
◆Global Warming Prevention 
 
305-2 
Energy indirect (Scope 2) GHG emissions 
◆Global Warming Prevention 
 
305-3 
Other indirect (Scope 3) GHG emissions 
◆Global Warming Prevention 
 
305-4 
GHG emissions intensity 
◆Reducing Greenhouse Gas (GHG) Emissions at 
Our Business Sites 
 
305-5 
Reduction of GHG emissions 
◆Reducing Greenhouse Gas (GHG) Emissions at 
Our Business Sites 
 
305-6 
Emissions of ozone-depleting substances (ODS) 
− 
 
305-7 
Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant 
air emissions 
◆Material Balance 
 
GRI 306: Effluents and Waste 
306-1 
Waste generation and significant waste-related impacts 
◆Material Balance 
 
306-2 
Management of significant waste-related impacts 
◆Limiting the Amount of Waste Generated 
◆Material Balance 
 
306-3 
Waste generated 
◆Limiting the Amount of Waste Generated 
 
306-4 
Waste diverted from disposal 
◆Limiting the Amount of Waste Generated 
 
306-5 
Waste directed to disposal 
◆Limiting the Amount of Waste Generated 
 
GRI 307: Environmental Compliance 
307-1 
Non-compliance with environmental laws and regulations 
◆Environmental Management Initiatives (Case 
Studies) 
 
GRI 308: Supplier Environmental Assessment 
308-1 
New suppliers that were screened using environmental criteria 
− 
 
308-2 
Negative environmental impacts in the supply chain and 
actions taken 
◆Activities to Reduce CO2 Emissions and Conserve 
Water Resources in the Upstream Portion of the 
Supply Chain 
 
 
GRI 401: Employment 
401-1 
New employee hires and employee turnover 
◆Social Data 
− 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
12-9 
GRI Standards Indicator（*: Core performance indicator） 
References 
UNGC 
principle
◆Performance Evaluation and Compensation / 
Work Environment 
401-2 
Benefits provided to full-time employees that are not provided 
to temporary or part-time employees 
◆Performance Evaluation and Compensation / 
Work Environment 
− 
401-3 
Parental leave 
◆Social Data 
6 
GRI 402: Labor/Management Relations 
402-1 
Minimum notice periods regarding operational changes 
− 
− 
GRI 403: Occupational Health and Safety 
403-1 
Occupational health and safety management system 
◆Occupational Health and Safety 
1 
403-2 
Hazard identification, risk assessment, and incident 
investigation 
◆Social Data 
− 
403-3 
Occupational health services 
◆Occupational Health and Safety 
◆Risk Management 
1 
403-4 
Worker participation, consultation, and communication on 
occupational health and safety 
◆Occupational Health and Safety 
− 
403-5 
Worker training on occupational health and safety 
 
 
403-6 
Promotion of worker health 
◆Health and Productivity Managemant 
 
403-7 
Prevention and mitigation of occupational health and safety 
impacts directly linked by business relationships 
 
 
403-8 
Workers covered by an occupational health and safety 
management system 
 
 
403-9 
Work-related injuries 
◆Occupational Health and Safety 
◆Health and Productivity Managemant 
◆Social Data 
 
403-10 
Work-related ill health 
◆Occupational Health and Safety 
◆Health and Productivity Managemant 
◆Social Data 
 
GRI 404: Training and Education 
404-1 
Average hours of training per year per employee 
◆Human Resource Development and Career 
Design 
− 
404-2 
Programs for upgrading employee skills and transition 
assistance programs 
◆Human Resource Development and Career 
Design 
6 
404-3 
Percentage of employees receiving regular performance and 
career development reviews 
− 
− 
GRI 405: Diversity and Equal Opportunity 
405-1 
Diversity of governance bodies and employee. 
◆Social Data 
1, 6 
405-2 
Ratio of basic salary and remuneration of women to men 
− 
− 
GRI 406: Non-discrimination 
406-1 
Incidents of discrimination and corrective actions taken 
− 
− 
GRI 407: Freedom of Association and Collective Bargaining 
407-1 
Operations and suppliers in which the freedom of association 
and collective bargaining may be at risk 
◆Supply Chain 
◆Compliance 
− 
GRI 408: Child Labor 
408-1 
Operations and suppliers at significant risk for incidents of child 
labor 
◆Supply Chain 
◆Compliance 
− 
Return to Table of Contents

Fujitsu Group Sustainability Data Book 2021 
 
12-10 
GRI Standards Indicator（*: Core performance indicator） 
References 
UNGC 
principle
GRI 409: Forced or Compulsory Labor 
409-1 
Operations and suppliers at significant risk for incidents of 
forced or compulsory labor 
◆Supply Chain 
◆Compliance 
− 
GRI 410: Security Practices 
410-1 
Security personnel trained in human rights policies or 
procedures 
− 
− 
GRI 411: Rights of Indigenous Peoples 
411-1 
Incidents of violations involving rights of indigenous peoples 
− 
− 
GRI 412: Human Rights Assessment 
412-1 
Operations that have been subject to human rights reviews or 
impact assessments 
◆Human Rights 
− 
412-2 
Employee training on human rights policies or procedures 
◆Transforming Our Corporate Culture 
◆Human Rights 
1 
412-3 
Significant investment agreements and contracts that include 
human rights clauses or that underwent human rights screening
− 
− 
GRI 413: Local Communities 
413-1 
Operations 
with 
local 
community 
engagement, 
impact 
assessments, and development programs 
− 
8 
413-2 
Operations with significant actual and potential negative impacts 
on local communities 
− 
7, 8 
GRI 414: Supplier Social Assessment 
414-1 
New suppliers that were screened using social criteria 
◆Supply Chain 
− 
414-2 
Negative social impacts in the supply chain and actions taken 
− 
− 
GRI 415: Public Policy 
415-1 
Political contributions 
− 
− 
GRI 416: Customer Health and Safety 
416-1 
Assessment of the health and safety impacts of product and 
service categories. 
◆Quality Initiatives 
◆Supply Chain 
9 
416-2 
Incidents of non-compliance concerning product and service 
information and labeling 
◆Quality Initiatives 
− 
GRI 417: Marketing and Labeling 
417-1 
Requirements for product and service information and labeling 
− 
− 
417-2 
Incidents of non-compliance concerning product and service 
information and labeling 
◆Quality Initiatives 
− 
417-3 
Incidents of non-compliance concerning marketing 
communications 
◆Working with Our Customers 
− 
GRI 418: Customer Privacy 
418-1 
Substantiated complaints concerning breeches of customer 
privacy and losses of customer data 
◆Information Security 
− 
GRI 419: Socioeconomic Compliance 
419-1 
Non-compliance with laws and regulations in the social and 
economic area 
◆Compliance 
− 
 
Return to Table of Contents