Director and Corporate Executive Officer, SEVP, CHRO, Fujitsu Limited
Fujitsu ESG Briefing
On-demand video of ESG briefing held on October 12, 2023 for media, investors and financial analysts.
Presenter: Hiroki Hiramatsu, Corporate Executive Officer, EVP, CHRO *Human Resource
For details, please visit the following website. https://www.fujitsu.com/global/about/...
This is simultaneous English interpretation from the original presentation in Japanese. Please be aware that there might be some errors in the interpretation.
Transcript (2 segments)
T
Takashi Koto0:01
Good evening, ladies and gentlemen. We'd like to start the Fujitsu ESG briefing. Thank you for taking the time to attend. My name is Takashi Koto, Head of Investor Relations, and I'll serve as moderator. First, I introduce the speaker: Hiroki Hiramatsu, Corporate Executive Officer, EVP, and CHRO. He'll explain Fujitsu's Human Capital Management for about 25 minutes, followed by a Q&A session at 2:25 PM Japan time. We have members from the media and analysts/investors; both are welcome to ask questions via Zoom. Please refer to the email for Q&A procedures. Without further ado, let us begin. I hand over to you. Thank you very much. This is the CHRO of Fujitsu.
H
Hiroki Hiramatsu1:35
Thank you very much for attending today. Today I'd like to talk about the S of ESG, particularly human capital improvement. First, the concept of HCM at Fujitsu. We invited five CHROs for a roundtable, held six intensive sessions, and in April announced a report. We felt too much emphasis on just disclosure; we needed deeper discussion. We identified a common framework: to realize strategy, HR actions must be consistent, with relevant KPIs. We separated initiatives into people portfolio (result-oriented) and engagement (supporting). We shifted to job-based HR management, transferring authority to business units. We expanded the posting system to enhance mobility; 20,000 people applied, 7,500 were transferred. This improved career ownership and motivation. We also introduced The Connect evaluation, focusing on impact and learning. For the new midterm plan, we established materiality: solving global environmental issues, developing a digital society, improving well-being. We set a vision for 2030 as a technology company providing sustainable digital services. Our people portfolio requires filling the gap between current and future talent needs. We plan to increase consulting workforce to 10,000 by 2025 through reskilling. We also target employee engagement improvement, a female manager ratio of 20% by 2025 and 30% by 2030, and well-being initiatives. The key is to use data to dynamically discuss and review our people portfolio with top management. This concludes my explanation. Thank you for your kind attention.