Fujitsu Group Sustainability Data Book 2019 Table of Contents Message from the President 2 Governance 5 Corporate Governance 5-1-1 The Fujitsu Group's CSR 3 Risk Management 5 - 2 - 1 FUJITSU Way and Group-wide Dissemination 3-1-1 Information Security 5 - 3 - 1 CSR Policy and Promotion Framework 3-2-1 Quality Initiatives 5-4-1-1 CSR Activities in FY 2018: Goals and Results 3-3-1 Working With Our Customers 5-4-2-1 United Nations Global Compact 3-4-1 Data and Documents 6 Global Responsible Business 4 External Recognition and Awards 6-1-1 Socio-Economic ICT Impact 4-1 Social data 6-2-1 SDG-related Activities in Fujitsu 4-1-1 Human Rights, Diversity and Inclusion 4-2 Fujitsu Group Profile 7-1 Human Rights 4-2-1-1 Diversity and Inclusion 4-2-2-1 Financial & Non-Financial Highlights 8-1 Wellbeing 4-3 Performance Evaluation and Compensation Sustainability Data Book Framework 9-1 / Work Environment 4-3-1-1 Health Management 4-3-2-1 Third Party Verification Report 10-1 Human Resource Development and Career Design 4-3-3-1 GRI Standards / UNGC principles Comparison Table 11-1 Environment 4-4 Environmental Management 4-4-1 Environmental Action Plan (Stage VIII) 4-4-2 Environmental Data 4-4-3 Compliance 4-5 Compliance 4-5-1 Supply Chain 4-6 Supply Chain 4-6-1 Health and Safety 4-7 Health and Safety 4-7-1 Community 4-8 Social Contribution Activities 4-8-1-1 Activities that Empower People through Partnerships 4-8-2-1 Social Contribution Activities to Develop Science and Technology 4-8-3-1 Collaboration with External Parties 4-8-4-1 1 Fujitsu Group Sustainability Data Book 2019 Message from the President Since the Industrial Revolution, technological advances and the trend toward globalization have led to astounding progress in society. This sudden growth, however, has also triggered global warming and rapid urbanization and created numerous social distortions, such as widening inequality. Turning to the digital society, new technologies like Artificial Intelligence (AI), the Internet of Things (IoT) and 5G are bringing unprecedented convenience to our daily lives and to businesses. On the other hand, new challenges such as privacy, security and reduced employment are emerging. I am convinced that we must make a contribution to the sustainability of the planet if Fujitsu is to continue growing on a worldwide basis. To ensure a prosperous future for Fujitsu and global society, the fundamental approach to sustainability-oriented management must be to radically change the way enterprises consider their impact on the economy, society at large and the business world. To date, Fujitsu has employed information and communications technologies (ICT) and worked hand-in-hand with customers to deliver value in myriad ways. Fujitsu itself is now transitioning from an ICT Representative Director and President company into a Digital Transformation (DX) enterprise. We will then be Takahito Tokita ideally positioned to support the long-term growth of our customers and society by applying digital technologies to create innovations that will help resolve a host of issues. The essential philosophy is to contribute to the United Nations’ Sustainable Development Goals (SDGs). Looking toward 2030, the SDGs represent an important initiative for the sustainable development of human society, and Fujitsu is also positioning the goals at the center of its management approach. This global framework – built on our business activities, which are underpinned by the FUJITSU Way corporate philosophy – is nothing less than a reflection of the trust and creativity we have cultivated over many years with our customers and the fulfillment of our ongoing responsibilities as a global enterprise. One step on this path is the integration of our Global Responsible Business (GRB) management structure to unify the sustainability activities and policies of the various Fujitsu Group regions around the world. Fujitsu will now work with a single focus to tackle a range of challenges, including non-financial issues such as reducing environmental impacts, promoting respect for human rights and the cause of diversity & inclusion, and boosting the deployment of responsible delivery systems. We will specify key performance indicators (KPIs) for each GRB category and will share with stakeholders our plans for achieving these KPIs. A decade ago, Fujitsu announced its support of the United Nations Global Compact, which consists of 10 principles in four areas: human rights, labor standards, the environment, and anti-corruption. I am committed to further reinforcing our corporate culture of zero tolerance, which does not tolerate any wrongdoing, as we make every effort to minimize negative impacts on people and on society as a whole. 2 Fujitsu Group Sustainability Data Book 2019 The Fujitsu Group's CSR Our vision and the policy for achieving a sustainable society. 3 Fujitsu Group Sustainability Data Book 2019 FUJITSU Way and Group-wide Dissemination The Fujitsu Group Philosophy Fujitsu’s Framework for Dissemination Activities and Progress FY 2018 Performance ⇩ ⇩ ⇩ The Fujitsu Group Philosophy “FUJITSU Way” The Fujitsu Way facilitates management innovation and promotes a unified direction for the Fujitsu Group as we expand our global business activities, bringing innovative technology and solutions to every corner of the globe. The Fujitsu Way provides a common direction for all employees of the Fujitsu Group. By adhering to its principles and values to their daily activities, the employees enhance corporate value and their contributions to global and local societies. Since Fujitsu began its life in 1935, the ideas and spirit of successive leaders who paved the way for our progress have been condensed and codified in the Fujitsu Way. For the Fujitsu Group, Corporate Social Responsibility (CSR) means contributing to a sustainable, networked society by working with our customers to resolve a variety of social issues through the practice of the Fujitsu Way. FUJITSU Way Fujitsu’s Framework for Dissemination Activities and Progress Each company president or business unit head nominates Fujitsu Way leaders, who disseminate the Fujitsu Way to its all employees. Cooperating with their respective presidents and business unit heads, the Fujitsu Way leaders plan appropriate activities in alignment with their business strategies. Through dialogs on the Fujitsu Way, the Fujitsu Way leaders help their colleagues to understand the relation between their daily work and the Fujitsu Way. As of March 2019, approximately 270 Fujitsu Way leaders are working to disseminate the Fujitsu Way message in organizations across the Fujitsu Group, including subsidiaries in Japan and abroad. By surveying the condition of activities at home and overseas once a year, the leaders also share information with each other on their progress in their respective organizations on a regular basis. 3-1-1 Fujitsu Group Sustainability Data Book 2019 Fujitsu Way New Employee Training In April 2018, Fujitsu held a Fujitsu Way training program for approximately 950 new employees. At Fujitsu Group companies in Japan, Fujitsu Way cards and booklets were distributed at events such as company entrance ceremonies. Furthermore, each Fujitsu Group company added its own appropriate training program. The 163 mid-career recruits completed the Fujitsu Way training program as well, in a total of 11 different sessions. Promoting Group-wide Dissemination The cards and booklets explaining the Fujitsu Way are distributed to all employees around the world, and posters are distributed to offices. An e-Learning course on the Fujitsu Way is always available translated in 16 languages. Also, Fujitsu Way cards data are distributed. So that each business unit head can add his or her message to the Fujitsu Way. Many business units actively utilize the data and post on internal portal website. On our corporate intranet, we distribute a video message of President Tanaka talking about the Fujitsu Way based on his own personal experiences. Currently, the message is available in 18 languages including Japanese. Through these efforts to share the Fujitsu Way, the Fujitsu Group tries to spread the core concepts and make all employees understand the President Tanaka talking about the Fujitsu Way mission of Fujitsu and how they can contribute to shape tomorrow. 3-1-2 Fujitsu Group Sustainability Data Book 2019 Fujitsu Way Leader Training We held a Fujitsu Way training program for the approximately 40 Fujitsu Way leaders that were appointed this year, divided across three instances. These were held in our in-house training centers and historic exhibitions of Fujitsu. Training participants gained a fuller understanding of the concepts at the foundation of the Fujitsu Way, and learned their roles as leaders. During the training, participants also discussed the issues in their own workplaces by each group while referencing past case studies and exchanged action plans for revitalizing organization based on Fujitsu Way. Fujitsu Way Leader training session Fujitsu Way Workshops In FY 2018, the Fujitsu Way Office visited three group companies inside and outside Japan upon request in order to support initiatives for reforming the corporate culture. Analyzing the results of employee satisfaction surveys and preliminary questionnaires, the workshop participants tried to find key issues and make a step forward to solve them based on the Fujitsu Way. Workshops at group companies inside and outside Japan FY 2018 Performance Fujitsu Way Employee Training New employees: Conducted collective