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Initiatives to Ensure Diversity

As society and markets develop and spread across the globe, a company's competitiveness will be determined by its ability to ensure diversity in its workforce and to respond effectively via 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 the globalization of business and the development of the service businesses of Fuji Xerox; and assisting employees to increase contacts with society at large to gain an acute awareness of the constantly changing social needs and reflect that knowledge on operations.

Expanding the Role of Women

Fuji Xerox strives to hire human resources capable of respecting diversity. It also strives to promote women to management positions to become a company whose employees can demonstrate their capabilities, regardless of gender, nationality, or disabilities.
In particular, with regards to the ratio of women in management positions at Fuji Xerox (unconsolidated), we established a plan to double the 3.3% of fiscal 2010 to 7.0% by fiscal 2015, and by fiscal 2013, the percentage rose to 4.9%. Furthermore, as a result of having enhanced and expanded our systems for childcare and nursing care in fiscal 2012, by fiscal 2013, seven employees utilized the system for acquiring leave of absence to support pregnancy (leave of absence for the purpose of receiving infertility treatment), and a total of 50 persons utilized at-home aid during their childcare leave period, thus promoting the utilization of such systems and paving the way in creating an environment that is easier to work in. One of our goals toward the future is to nurture not only the current generation of women, but also those of the next generation into becoming managers of the company.
Through fiscal 2012 and 2013, we hosted Diversity Forums from the perspective of female employees to find out what the issues are in promoting the further advancement of women in the workplace.
As a result of the discussions, the following four issues and the measures to be taken have been brought forward: (1) working hours; (2) flexibility in the ways of working; (3) mindset of the female employees; and (4) mindset of those around them. In fiscal 2013, we began by dealing with (1) and (2) by promoting a method of work that realizes high productivity (ways of working to maximize productivity within the established working hours) throughout the company. We also implemented such programs as remote working systems, and conducted a trial on the work-from-home system, in which approximately 100 employees participated. We will continue our efforts with (3) and (4) in fiscal 2014.

Percentage of Women in Executive and Management Positions (Fuji Xerox and affiliates)

Employment of Persons with Disabilities

With the objective of fostering an organizational culture that encourages employees with disabilities to work equally with other employees in our workplace and achieve their full potential, Fuji Xerox is promoting employment of persons with disabilities and creating a barrier-free working environment.
In fiscal 2013, we continued our efforts from the previous year to actively recruit persons with disabilities and promote understanding toward them at the workplace, for the purpose of achieving our goal of having employees with disabilities make up 2.0% of the workforce (legally mandated employment rate under the Act on Employment Promotion etc. of Persons with Disabilities) at Fuji Xerox and its affiliates and sales companies in Japan.
As a result, Fuji Xerox (unconsolidated) achieved the legally mandated employment percentage throughout the year (employment ratio of persons with disabilities was at 2.07% as of the end of fiscal 2013). For affiliates and sales companies within Japan, the number of companies fulfilling the legally mandated figure as of the end of fiscal 2013 amounted to 32 companies out of 39, increasing the number of companies by three from the previous year. All of Fuji Xerox companies will continue to strive toward implementing measures toward the employment of persons with disabilities.

Please see the following pages for more detail:

Utilization of Veteran Human Resources: Second Life Program

In 2001, Fuji Xerox implemented a program for reemployment of employees retiring at the mandatory retirement age, and in fiscal 2006, the company also introduced the Second Life Program. These programs have been implemented as part of our efforts to make better use of their capability, and to assist and support employees to realize various ways of working and living that match their life plans.
In fiscal 2013, we revised our program for reemployment of employees retiring at the mandatory retirement age in order to respond to legal changes made to the Law Concerning the Stabilization of Employment of Older Persons, and to realize the utilization of re-employed employees who are expected to increase in the future. Revisions were mainly made to: revise and abolish the reviews at the time of employment and renewal; implement a new appraisal system; and expand the number of companies that accept those looking for reemployment. By these efforts, we will further improve our business performance, and will also provide a place that offers stable employment.
The Second Life Program offers employees several options that match the needs of the employees: reemployment to those who wish it by Fuji Xerox after the mandatory retirement age in the Reemployment Course; the All FX Reemployment Course for those seeking reemployment within Fuji Xerox and its affiliates; Reemployment with Company Support Course for those who wish to find employment outside of Fuji Xerox and its affiliates, with Fuji Xerox providing assistance in finding employment; pursuit of future plans without assistance from Fuji Xerox in the Independent Plan; or transfer to another company or achieving independence before reaching the mandatory retirement age in the Senior Transfer Course, which provides support for realizing an individual's specific life plans.
In fiscal 2013, among the 143 employees who utilized the Second Life Program after retiring from Fuji Xerox, 108 (75.5%) chose the Reemployment Course; two (1.4%) chose the All FX Reemployment Course; five (3.5%) chose the Reemployment with Company Support Course; and 28 (19.6%) chose the Independent Plan. There was an increase of approximately 10% from the previous year in the number of people choosing the Reemployment Course, which suggests that the rise in the minimum wage for people to start receiving the earnings-related component of their pension.
As of March 2014, approximately 920 people who retired after reaching the mandatory retirement age are working at Fuji Xerox and its affiliates.
In fiscal 2014, as a measure to increase mobility among human resources within Fuji Xerox and its affiliates, we will develop and implement an ALL FX Reemployment System that provides reemployment at each of the group companies.

General Design of the Second Life Program

Note 1

Development of Global Human Resources

Fuji Xerox is expanding sales in Asia-Pacific markets and supplying products worldwide through Xerox Corp., Xerox Europe, and OEMs. To accelerate these activities, we are acquiring and training employees who can lead the globalization of our businesses. Specifically, we are hiring employees of different nationalities and developing human resources through various training programs. In fiscal 2013, we continued to focus on the following activities:

  1. Acquiring and training foreign national employees

    We have been offering internships in partnership with overseas universities that are well known in the field of technology for the purpose of strengthening our abilities to expand into the overseas market and to acquire the most advanced technologies. In fiscal 2013, in addition to the seven students from China that we had from before, we have one new student from Singapore and accepted three new students from India.
    Also, in fiscal 2013, 16 foreign nationals entered our company, accounting for approximately 10% of all new employees (Fuji Xerox unconsolidated). They have been assigned as staff in the sales, technology, and specialized fields, and are expected to take an active role in the company utilizing each of their unique strengths.

  2. Training next-generational leaders to be able to respond to globalization

    At each functional headquarters, training programs for select next-generational leaders who are mainly aged in their 30s were conducted to strengthen their ability to respond to globalization. These training programs aim to enhance global leadership, and involve enhancing language abilities by regularly taking the TOEIC exam, as well as having talks and discussions with the leaders and other staff members of overseas sales and production sites.

These programs will continue in fiscal 2014, as we move to further accelerate our development of global human resources, focusing specifically on the following areas:

Strengthening of Overseas Business Training

  1. Increasing the number of employees dispatched from Japan for overseas business training

    Since fiscal 2011, we have roughly tripled the number of employees dispatched from Japan to undergo overseas business training, providing more employees with the opportunity to gain overseas experience and increasing the number of employees with broader international awareness. In fiscal 2013, we dispatched 26 employees from Japan to overseas affiliates and other companies in China, Singapore, and elsewhere in the Asia-Pacific region.

  2. Establishing a new 2.5-year long-term course for sales employees

    Previously, we offered only an 18-month course consisting of a six-month language-training course and one year of business experience. Starting in fiscal 2011, we implemented a new 2.5-year long-term course for sales employees to further strengthen their practical skills. Following the six-month language training, participants undergo two years of overseas business training to strengthen intercultural skills which are difficult to impart through short-term training. On completing this training, employees are assigned to sales positions that handle the accounts of global customers. In fiscal 2013, a total of 13 individuals were in the process of undergoing this 2.5-year business-training course.

  3. Expanding eligibility to employees at affiliates (sales companies) in Japan

    With a growing number of businesses in Japan advancing overseas, regardless of size or location, the need to strengthen the capacity to adapt to globalization has grown urgent, even in the markets served by our sales companies in Japan. In response, we have expanded eligibility for global training programs to the employees at our 34 sales companies in Japan. Nine individuals from sales companies took part in global training programs in fiscal 2011. Six did so in fiscal 2012, and nine participated in fiscal 2013. We are also expanding eligibility to our affiliates and adding to the number of eligible companies in fiscal 2014 and beyond. In addition to strengthening our programs quantitatively by increasing the numbers of participating employees and expanding the ranks of eligible companies, we plan to engage in a sustained training follow-up.

  4. Accepting employees from overseas for training

    A training program was begun in fiscal 2011, with human resources from overseas affiliates to systematically do rotations with Fuji Xerox (unconsolidated). This program is not only positioned for developing global human resources for Fuji Xerox overall, but also helps to create an environment where our human resources in Japan are given an environment where they are able to work together with overseas human resources, thus aiming to increase the globalization from within the company.
    Up until now, three employees were accepted in fiscal 2011, three in 2012, and two in 2013. The training program was developed focusing on things that can only be learned in Japan, and participants will experience two years of actual work at their assigned workplace. We had the first program completers in 2013, and all of them have since been assigned to positions that will make use of the experience they have gained from the training, as well as making full use of the knowledge and network of people they have acquired in Japan. In the future, we will consider expanding this program and further accelerate the globalization of the organization and our human resources.