As markets spread across the entire globe and as society and markets develop, a company's competitiveness will be determined by its ability to ensure diversity in its workforce and effectively deal with market diversification.
To develop individuals who can contribute to the globalization of our business and to the development of our company's service businesses, Fuji Xerox is promoting a number of measures that include actively hiring and promoting a diverse range of employees; introducing flexible working arrangements to help these employees deliver their full potential; providing employees with training in business skills essential for globalization of business and development of Fuji Xerox's service businesses; and assisting employees to increase contacts with society at large to gain acute awareness of the constantly changing social needs and reflect that knowledge on operations.
The percentage of women among all new graduates hired by Fuji Xerox (unconsolidated) in fiscal 2010 was 21.3% compared with 26.3% in fiscal 2009, but the percentage of women hired for clerical career-track posts (mainly in sales fields) in fiscal 2010 was 54.2%. The percentage of female managers, on the other hand, increased to 3.1% in fiscal 2010 from 2.4% in the previous year. At Fuji Xerox, employees registering as candidates for managerial or specialist roles (management positions) are required to hold Basic Management Certification at a minimum, with appointments given to the most suitable candidates. In fiscal 2010, the number of female employees holding Basic Management Certification who registered for management positions increased to 70.7% (up from 62.8% in fiscal 2009), and the number of females as divisional heads is also increasing.
We believe that all of our employees should be able to fully exercise their potential regardless of gender and that female employees have an important role to play in this regard as well as in our pursuit to provide appealing products and services to our customers. With regard to female employees registering as executives and management, we need to continue monitoring whether the number of female employees wishing to register as management is increasing, whether female employees qualified to register as management are being trained, and whether or not they are actually being registered. At the same time, employee evaluations need to be focused on performance, skill, and motivation in order to create a company capable of training human resources leading innovation regardless of gender.
With the objective of fostering an organizational culture that encourages employees with disabilities to work equally with other employees in our workplace and attain self-actualization, Fuji Xerox is promoting employment of persons with disabilities and creating a barrier-free working environment.
In fiscal 2010, Fuji Xerox and its affiliates in Japan set out to achieve a goal of a 1.8% employment rate for people with disabilities, which is the statutory employment rate in Japan. We continue to proactively recruit persons with disabilities by participating in events to match job seekers with disabilities to prospective employers. At the end of fiscal 2010, employees with disabilities made up 1.86% of the workforce at Fuji Xerox (unconsolidated) while 26 out of 41 affiliates successfully achieved the statutory employment rate.
In fiscal 2011, affiliates in Japan that did not achieve the statutory employment rate will continue with efforts such as horizontal deployment of best practices to encourage more employment of disabled persons. We are also striving to expand the environments and types of jobs available in order for disabled persons to best utilize their skills while promoting a better understanding of diversity at each workplace.
In 2001, Fuji Xerox implemented a program for reemployment of employees retiring at the mandatory retirement age, in an effort to make a better use of their capability. In fiscal 2006, the company also introduced the Second Life Program to assist and support employees to realize various ways of working and living that match their life plans.
In the Second Life Program, employees have a number of options depending on their plans for the future. The options are, namely, to be reemployed by the company after the mandatory retirement age in the Reemployment Course; to be employed by a company other than Fuji Xerox with Fuji Xerox providing assistance in finding employment in My Plan Course (employment at a company within/outside Fuji Xerox Group); to realize one's future plans without any assistance from Fuji Xerox in My Plan Course (independent plan); or to transfer to another company or become independent before reaching the mandatory retirement age in the Senior Transfer Course.
In fiscal 2010, 142 (58%) of the employees who reached the mandatory retirement age entered the Reemployment Course option, 12 (5%) entered the My Plan Course (Reemployment inside Fuji Xerox Group) option, 21 (9%) entered the My Plan Course (Reemployment outside Fuji Xerox Group) option and 69 (28%) entered the My Plan Course (Independent Plan) option. 15 opted for the Senior Transfer Course. As of the end of April 2011, there have been 517 persons employed through the Reemployment Course and the My Plan Course (Reemployment inside Fuji Xerox Group).
In keeping with the business strategies of Fuji Xerox, we will continue to consider the best ways to leverage the skills of our retirees at both Fuji Xerox and its affiliates in fiscal 2011.
Fuji Xerox is expanding its sales in the Asia-Pacific markets, using production sites in the Asia/Oceania region, and providing our products around the world through Xerox Corporation, Xerox Europe, and OEMs. To further expedite these initiatives and developments, we are making efforts to secure and train employees to successfully deal with the globalization of our business. Specifically, we hire employees of different nationalities and organize various training programs. In fiscal 2010, we focused particularly on the following activities:
The above programs will continue in fiscal 2011 to accelerate the development of globally capable talent, specifically focusing on the following areas.
Key persons at overseas affiliates are rotated to Fuji Xerox or an affiliate company in Japan. In fiscal 2011, three employees from overseas will be working for two years in Japan.