Initiatives for Stable Employment

Career Development

Human Resource Development

Fuji Xerox's basic policy for human resource development

The company is “the place of education” in itself.
Integrate the growth of individuals and that of organizations for the purpose of the development of All-FX (Fuji Xerox and its affiliates).
Work is “the experience of growth” in itself.
Centering on training through practice (work), achieve the integration of knowledge and experience, as well as theory and worksites.
To develop human resources is the role of management.
Be particular about subordinates' growth and develop “persons who can think and act on their own.”

Fuji Xerox is seeking persons who can respond to changes and set off reform - persons “who can think and act on their own.” To this end, we have implemented various measures to enable each and every employee to develop his/her competency independently and self-reliantly and to build a career with which growth can be recognized.
In FY2008, we worked to form foundations for jointly providing training and education programs, which have so far been conducted by individual affiliates and sales companies in Japan. As part of this effort, we systematically formulated our idea about human resources required at various stages of Fuji Xerox's business and how they are supposed to be. Furthermore, to develop human resources who support business globalization, a core human resource development program was introduced. (For details, please see “Development of Global Human Resources.”)
In April 2009, we transferred human resources training functions, which had been delegated to Fuji Xerox Learning Institute Inc. up to then, to the Organizational Power Strengthening Center established within the Human Resources Department. In the period ahead, we will focus on raising the basic ability of every employee of Fuji Xerox and its affiliates and on enhancing a sense of unity, thereby promoting the development of human resources who support implementation of management strategies and an organizational culture where human resources can be utilized effectively.

Please also see “Self-evaluation on Progress of Our CSR Performance.”

Career Development Support

All employees fill out a “career development sheet” once a year to ascertain the degree of achievement of their future career plans, review the plans in connection with their current work and describe such matters as their goals for the next fiscal year and medium- to long-range goals. Based on the completed career development sheet, each employee has an interview with his/her supervisor and they share his/her career plan and goals.
Meanwhile, career consultations are held at the time of career development training courses, which are given to employees at the ages of around 30 and 40 and at 54, when people need to think about their personal career formation. In addition, we have the Career Consultation Office, where career consultants, who also hold other jobs inside the company, respond to requests for advice about career and jobs from individual employees. Since its establishment in 2002, the office has been used by a total of about 2,700 employees (about 560 employees in FY2008).
In addition to career development support, the Career Consultation Office will focus on supporting managerial-level employees at worksites, the most essential supporter of employees' career development and training of subordinates.

How the Career Consultation Office Works

Fuji Xerox employs the internal recruitment system, which gives employees opportunities to try to acquire positions they are seeking within the company. Employees who are determined to be acceptable are transferred to new positions.

State of Implementation of Internal Recruitment System
	Number of roles offered (roles)	Number of employees to be recruited (persons)	Number of applicants (persons)	Number of employees recruited (persons)
FY2008	No roles were offered in FY2008.
FY2007	60	64	53	20
FY2006	210	261	135	59
FY2005	109	157	86	34
FY2004	121	155	183	64

Future Direction

We will continue to work to strengthen human resource development so as to enable individual employees to enhance their competency and expertise independently and self-reliantly and to revitalize organizations.

Education Structure Envisioned by Fuji Xerox and its Affiliates

Labor-Management Relations

The Fuji Xerox Labor Union is carrying out its activities with the objective of enriching the lives of its members. To achieve this objective, the labor union shares with Fuji Xerox the following fundamental principles in labor-management relations: “treating people with respect” and “developing the company.” Both labor and management maintain active communication based on a relationship of equal responsibility and trust.
The opinions of union members are conveyed to management through the labor-management council and other labor-management meetings so they can be used in formulating business strategies that better reflect actual worksite conditions. When any change is made in important systems related to treatment of union members, management and the union hold consultations so that both sides can agree.
In November 2008, Fuji Xerox and its affiliates started management innovation activities. The company explained the background and purpose of these activities to the union and exchanged opinions, focusing on activities to seek understanding from the union about changes in working conditions that may arise from the implementation of major initiatives.

We will continue our activities related to labor-management relations based on the following three basic policies.

Maintenance of good labor-management relations based on labor-management consultations (discussions)
Transformation into labor-management relations that can flexibly and speedily respond to a constantly changing business environment
Establishment of good labor-management relations in the entire group

Number of Union Members/Percentage of Employees Who Belong to the Union/Percentage of Union Members Among Those Eligible to Join (Fuji Xerox only)

Challenges to Be Tackled and Actions to Be Taken to Strengthen Fuji Xerox Acknowledged by Labor and Management (compiled in 2005)
	Policy deployment	Human resources skills	Worksite / Reality / Actual thing
Development of reliable management	Assets are “people.” Sharing of management policies Approaches to management	Demonstration of leadership	Grasp of factors behind management issues Power to act
Development of strong management	Thorough permeation into the division Taking the initiative and setting a good example to others	Communication skills	Application of management issues to worksites Communication of worksite issues to management
Development of human resources who can contribute to the company	Willingness to take on new challenges	Desire to improve Passion for knowledge Ability to respond to changes	Tackling management issues as those of his/her own
Reform of organizational culture	Sharing of goals Sense of unity of the company	Ability to act Ability to continue	Customer first policy Wide field of vision

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