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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 become a company whose employees can work vigorously, gain satisfaction and demonstrate their capabilities regardless of their gender. Since the latter half of the 1980s, Fuji Xerox has been improving the systems to help employees continue to work by incorporating their opinions, and as a result the systems now allow employees, both men and women, to maintain a good work-life balance even after they get married or have children.

In fiscal 2015, Fuji Xerox introduced to all Fuji Xerox companies in Japan a system for employees to request their companies to change their workplaces so that they can live with their spouses who are working in or will be transferred to a different location, with a view to reducing the turnover rate by helping women to continue working after marriage or the transfer of their spouses. In addition to giving this kind of support, we are also enhancing activities to foster the empowerment of women through such measures as the provision of educational programs tailored to the position and proactive promotion of women to higher positions.

In fiscal 2016, we will accelerate measures to expand the role of women on a long-term basis in Fuji Xerox and all its affiliates in Japan, where the participation of women in the decision-making process is not sufficient compared with the situation outside Japan. Specifically, we will provide managers with e-learning opportunities to educate them on diversity so that they can recognize the diversity of their subordinates and make use of their various strengths. We will also implement PR and other measures to create a workplace culture that helps diverse human resources to work in comfort.

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

Chart of 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 2015, we continued our efforts from the previous year to actively recruit persons with disabilities and promote greater understanding of the surrounding issues throughout the workplace. Our ongoing goal is to have employees with disabilities make up 2.0% of the workforce (the 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 of our efforts, Fuji Xerox (unconsolidated) achieved the legally mandated employment rate throughout the year (the rate was at 2.09% as of the end of fiscal 2015). For affiliates and sales companies within Japan, the number of companies fulfilling the legal mandate as of the end of fiscal 2015 amounted to 33 companies out of 41. All Fuji Xerox companies will continue to strive to implement measures toward the employment of persons with disabilities as well as the creation of a working environment in which each employee can fulfill their full potential.

Please see the following pages for more detail:

Provision of Better Workplaces Where Everybody Can Display Their Abilities

Image of Workplace environment

Image of Support for all aspects of business life

Image of Initiatives for universal design

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 foster 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 2015, among the 206 employees who utilized the Second Life Program after retiring from Fuji Xerox, 158 (76.7%) chose the Reemployment Course; seven (3.4%) chose the All FX Reemployment Course; five (2.4%) chose the Reemployment with Company Support Course; and 36 (17.5%) chose the Independent Plan.

As of March 31, 2016, 1,217 people who officially retired after reaching the mandatory retirement age continue to work at Fuji Xerox and its affiliates (the increase of 226 people compared to the previous year).

General Design of the Second Life Program

Image of General Design of the Second Life Program

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 2015, 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 2015, in addition to the existing four student interns from China, we welcomed a new student intern from Australia and four new student interns from India.
  2. Training next-generation leaders to be able to respond to globalization
    At each functional headquarters, training programs for selected next-generation leaders mainly 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, 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 2016, 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 2015, we dispatched 30 employees from Japan to overseas affiliates and other companies in China, Singapore, and elsewhere in the Asia-Pacific region. In fiscal 2016, we plan to dispatch 27 employees from Japan to overseas.
  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 have been implementing 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. Upon the completion of the training, employees are assigned to sales positions where they handle the accounts of global customers. In fiscal 2015, a total of 14 employees were dispatched from Japan to undergo the 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 expanded eligibility for global training programs to the employees at our 34 sales companies in Japan in fiscal 2011. Nine employees from sales companies took part in global training programs in fiscal 2011, six in fiscal 2012, nine in fiscal 2013, eight in fiscal 2014, and nine in fiscal 2015. We have also expanded the eligibility to some of our affiliates. From 2016 onwards, more affiliates will be included in this program. In addition to strengthening our programs quantitatively by increasing the number of participating employees and expanding the ranks of eligible companies, we plan to engage in a sustained training follow-up for trainees and those who have received the training.
  4. Accepting employees from overseas for training
    A training program began 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 employees from other countries, thus aiming to increase the globalization from within the company.
    Three employees were accepted in fiscal 2011, three in 2012, two in 2013, one in fiscal 2014, and three in fiscal 2015. 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.