High-Priority Management Themes at Fuji Xerox

Developing human resources who can think and act on their own

Fuji Xerox seeks employees who can think and act on their own, with ability to adapt to changes and initiate innovation. We are implementing a series of measures to ensure that every employee can develop their competency autonomously, enabling them to strengthen their abilities which are directly related to the career in which they can actually experience their own growth.

  • The company itself is a place of education.

    Growth of the individual and organization as a whole will lead to the development of Fuji Xerox and its affiliates.

  • The job itself contributes to personnel growth.

    Centered on development through practice at work, integrate knowledge and experience, as well as theory and front line.

  • Personnel development is the role of management.

    The most important role of a manager is to nurture people who can think and act on their own.

Past Activities

In fiscal 2016, Fuji Xerox and its affiliates in Japan continued to provide education based on type of work (R&D, production, systems engineers, customer engineers, and sales) and employee level (new graduates, young employees, leaders, and management). In job-type-based education programs, we strengthened the organization's capabilities by addressing uneven management quality. We did this by providing sales managers with management training for the active deployment of sales-force automation (SFA) to sales sections. We first sought to strengthen the ability of our personnel to identify issues of our customers. We did this through a training approach based on hypothesis testing, intended to strengthen skills in delivering solutions to customers. In employee level education, we changed our training program from one that is offered once as a group to a continuous program providing support for each employee as he or she tackles various challenges all year long, in order to develop human resources that are able to challenge higher goals and to persevere with what they have started to the end. These and other efforts have been made to develop a system wherein individual employees, their managers, and the Human Resource Development Department work together as one in human resource development. Also, we implemented issue-solving training throughout the company in order to foster a workplace culture that encourages everyone to take a scientific approach toward their work. At workplaces engaged in development and production, we have been developing the type of people that are capable of accurately identifying the causes of the issues and responding appropriately to prevent their recurrences. For sales, we have been training human resources that are able to find solutions to issues that customers face.

Case Study: All Fuji Xerox Genko-Itchi Forum

“Unity of words and deeds” (Genko-Itchi) represents the commitment and shared idea of our employees.
They solve their own issues related to their daily operations and make practical proposals to customers faced with similar issues based on their own experiences.

This activity is designed to enable individual employees to make efforts to identify and solve issues in their respective positions to: (1) improve their own company, (2) enhance their ability to identify and solve issues, and (3) make proposals and attract customers based on the value that they have gained by actually implementing the proposals and demonstrating the results internally within their own companies. In other words, employees are expected to “practice what they preach and preach what they practice” by drawing on their own experience to help customers solve their issues.

This year marks the 10th anniversary of the All Fuji Xerox Genko-Itchi Forum, an event we launched in 2008 as a more developed version of the past All Fuji Xerox Improvement and Innovation Forum. At this annual event, which reaches beyond national, organizational and occupational divides, we share best practices and help each other hone our abilities. At the 2017 Forum, 10 teams who had won the preliminary competitions in Japan and abroad made presentations on their case studies, competing to become the top team among the roughly 4,000 teams participating from across the Company. Questions were enthusiastically raised by the more than 1,200 audience members, including those at the venue and those linked by online relay systems, making the regular event a learning opportunity.

Commendation of the Fuji Xerox team that received the top prize
The Fuji Xerox Hong Kong team won the prize for excellence

Future Initiatives

In fiscal 2017, Fuji Xerox will continue with efforts to develop human resources that contribute to sustainable growth for the Company. The support we provide for career development includes job rotation and other ways to provide employees with various experiences, enabling individual employees to develop their competencies at their own initiative and create careers in which they can sense their own growth. We also highly-value employees who can think and act on their own and promote these people to important positions, focusing specifically on the following areas:

  1. Strengthen management capabilities
    Our goal is to develop strong managers who, with a sense of ownership, lead the organization toward developing a culture of self-challenge and making reforms. To realize this, new managers will be urged to adopt a completely new mindset so as to take decisive action in their new management role. Also, for existing managers, further efforts will be made to reduce the gap between their desire to promote reform and ability to take action. In addition, programs to improve their ability to develop subordinates will be implemented.
  2. Strengthen issue-solving capabilities that can identify solutions to business issues
    New graduates and young employees are trained to acquire the basic ability to act based on the interests of the customer. Hypothesis-testing-type training for mid-level sales employees will be continued to help them acquire the ability to identify changes in customer situations and issues that customers face. Measures to strengthen their abilities to deliver services that fit the needs of customers will also be implemented. For mid-level R&D and production employees, we will implement training to create human resources with broad-ranging capabilities who can take action while also thinking about the pre and post production processes. With these efforts, we will work to further improve the value that we deliver to our customers.
  3. Strengthen global human resource abilities
    Through continual implementation of and qualitative improvements in training on overseas business operations, we will continue to train human resources capable of responding to our globalizing customer base. We will also continue to provide training for leaders based on a global perspective, increasing opportunities for discussion and joint action among members from multiple nationalities as part of our core human resource training.

The Trinity: Front Line; Human Resources Department; Human Resource Development Department, for Personnel Development

Cycle of Personnel Development (personnel development and competency development)

Career Development Support

Employees draw up a career development sheet, in which they actively build their next career steps by reviewing the experiences (expertise and years of experience) they gained from their job up until now and determining their own strengths and weaknesses. In fiscal 2012, the time span for the next career goals was revised. For the aim of increasing concreteness and feasibility of future career plans of employees, the previously used career goal spans of short-term (1 year) and mid-term (5-10), was aggregated into one 5 year goal span. Employee career goals and plans are shared directly with their superiors through personal interviews. As support for individual career development, we hold career consultations led mainly by consultants fulfilling two functions within the Company. Since establishing the Career Consultation Office in 2002, nearly 4,700 employees have used its services. In fiscal 2016, those in their 50s accounted for nearly 40% of employees visiting the Career Consultation Office, indicating that older employees are becoming more interested in career development as an integral element of their life plans. We will continue to support the career development of employees across a wide range of age groups, from younger to older workers. Under the internal job offer system to encourage employees of Fuji Xerox and its affiliates in Japan to pursue self-directed career development, 93 employees applied for a job transfer and 23 were successful in being assigned to the job of their choice.

Structure of Career Consultation Office

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 2016, 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 2016, we welcomed six student interns from China, one from Australia, and two 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 2017 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 2016, we dispatched 27 employees from Japan to overseas affiliates and other companies in China, Singapore, and elsewhere in the Asia-Pacific region. In fiscal 2017, we plan to dispatch 20 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 and their ability to lead diverse teams, which are difficult to impart through short-term training. After the training, the trainees return to their work as sales personnel and start dealing mainly with global companies. In fiscal 2016 a total of 12 employees left Japan to receive the 2.5-year business training course. In fiscal 2017 nine will travel abroad for the training.

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

With a growing number of businesses in Japan advancing overseas, regardless of corporate scale 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 overseas business training to the employees at our 34 sales companies in Japan in fiscal 2011. By the end of fiscal 2016, a total of 50 employees have been dispatched overseas to receive the training since then. We also expanded eligibility to the employees at our affiliates, and will expand further the ranks of eligible companies.

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.

We accepted a total of 13 trainees from overseas by the end of fiscal 2016. These trainees gained hands-on experience at the departments to which they were assigned for two years based on an education plan largely designed to teach them things that they could learn only in Japan. The trainees who completed the first round of training in 2013 have been showcasing their skills around the world, using the knowledge and the networks they developed through the training.

In 2017 we will accept five trainees to promote the faster globalization of our organizations and workforce.

Promoting new work styles at Fuji Xerox

Believing it is essential to foster new work styles to allow employees to have a better work-life balance, Fuji Xerox has been raising awareness about new work style options available to employees, aiming to improve the entire organization’s productivity through the enhancement of its human resources. Specifically, this means increasing the collective morale of employees and helping them reach their full potential, while assisting individual employees to get the most out of both their work and private lives in accordance with their own individual values.

Fuji Xerox also proactively encourages employees to improve their performance by adopting new work styles and providing their customers with related solutions and services based on their own experience as part of their “unity of words and deeds” activities.

Past Activities

Since launching the New Work Way management innovation initiative in fiscal 1988, Fuji Xerox has endeavored to provide a working environment that allows employees to successfully combine work and family life, introducing a childcare leave system in fiscal 1988 and a family nursing care system in fiscal 1990. In fiscal 2014, we: (1) renewed the flextime system to encourage employees to start working earlier in the morning and fostered collaboration and cooperation across the company under the new system; (2) introduced a work-from-home option for employees performing childcare and long-term nursing care; and (3) updated the options for sales personnel based on the introduction of a remote work system and fostered telework. As a result of encouraging employees to achieve results within a limited time while improving the personnel system and work process, Fuji Xerox decreased the average total working time per employee by 130 hours over three years. The home working system for childcare and long-term nursing care satisfied 90% of its users and is more widely utilized for employees to make childcare/nursing care compatible with work. The number of users increased from a total of 129 (32 men and 97 women) in fiscal 2014 to a total of 217 (71 men and 146 women) in fiscal 2016.

Case Study: Given a range of commendations in recognition of the measures taken to provide even more comfortable workplaces

Under the slogan, “From Hustle to Beautiful,” Fuji Xerox has since the 1970s been communicating new work style ideas to society at large while supporting employees in diversifying their own ways of working. For examples, we offered flextime, childcare leave, long-term nursing care and various other employee benefits incorporating their opinions ahead of other companies. Also, since fiscal 2013, we have been fostering new work styles to increase operational productivity and diversity, and to improve work-life balance.

In recognition of these measures, we were commended by the Japanese Minister of Economy, Trade and Industry under the Ministry’s New Diversity Management Selection 100 project in fiscal 2016. Furthermore, among sales companies in Japan, three companies were commended in recognition of their motivational and awareness-raising activities for employees: Fuji Xerox Shizuoka was commended as a parent-friendly company; Fuji Xerox Shikoku, at the first commendation event held in fiscal 2016, was commended as a company that empowers women; and Fuji Xerox Fukushima, also in fiscal 2016, was commended as a company promoting gender equality in Koriyama City. We will continue to respect and utilize the diversity of its people and provides customers with diversified ideas and ways to create value.

Future Initiatives

We will promote every one of our employees to make maximum use of their abilities, to enjoy their work, respecting individual initiatives aimed at encouraging employees to take on new challenges, supporting employees in diversifying their own ways of working. Furthermore, lessons learned from these experiences are translated into solutions that are offered to customers to realize higher productivity.

Overview of Childcare Support Systems

Overview of Nursing Care of Family Members Support Systems

Changes in the Number of Employees who Took Childcare Leave and Nursing Care Leave (Fuji Xerox only)

Working Hours and Holidays

From the perspective of enhancing work-life balance, increasing productivity, and maintaining health, Fuji Xerox is promoting initiatives to shorten the number of total working hours of employees, control long working hours, and manage the health of employees who work long hours.

Article 36 of the Labor Standards Act establishes the upper limit of prescribed working hours outside normal working hours for each type of business establishment. At Fuji Xerox the working hours of individual employees can be confirmed at any time via the Company intranet. This enables managers and supervisors to monitor and manage the attendance and work patterns of employees from the perspective of productivity and health management. The Company also takes thorough procedure for an industrial physician to conduct individual consultations with employees who work long hours and, if necessary, to issue recommendations to relevant departments.

It is important for employees to work efficiently while also effectively refreshing themselves. They need to maintain a good work-life balance by taking holidays steadily and concentrating on work at their workplaces to realize achievements. Fuji Xerox is therefore encouraging employees to take paid holidays at least once a month to celebrate their birthdays or other anniversaries, and before or after national holidays to take longer vacations.

In order to manage working hours and holidays in an appropriate manner, it is critical to understand the actual situation and make it visible. As the basis for this, Fuji Xerox and its sales companies and affiliates in Japan conducted activities to update the work management system in fiscal 2015. From fiscal 2016 onwards, all Fuji Xerox companies in Japan began to use the same work management system to deepen their understanding of the actual situation.

In fiscal 2017, we are raising employees’ awareness of labor laws to ensure that all employees, including those of our overseas affiliates, comply with the local laws in each country.

Annual Work Hours per Employee (Fuji Xerox and Affiliates) Note 1

  • Note 1 The number of employees reported is the number of employees with whom the Company has signed direct employment contracts (on a salary basis).
  • Note 2 Excluding companies that adopt the discretionary work system.

Paid Leave Taken (Fuji Xerox unconsolidated)

Promoting Diversity and Inclusion

Fuji Xerox’s Approach to Diversity

One of the 10 Shared Values that Fuji Xerox emphasizes as a company is Cultural Diversity.

The businesses of Fuji Xerox and its affiliated companies has spread globally. Our customers and markets are diverse, and the people with whom we work reflect that diversity. Respecting diversity is therefore essential, not least because it allows us to transform the individual strengths of individuals with a variety of backgrounds into great strength as a company.

We will contribute to create prosperous societies by providing new value out of relationships that offer mutual learning and inspiration.

In concrete terms, we will accept and respect each other’s diversity, engaging in debate to assimilate diverse values whenever necessary. Such diversity may relate to self-identity—including age, race or ethnicity, nationality, gender, disability, sexual orientation or gender identity—as well as to values—including abilities, experiences, knowledge, and the accompanying points of view.

In order to accept and respect diversity in this way, it will be important for everybody working at Fuji Xerox to maintain high moral standards and understand the fundamental concept of respect for human rights in order to show such respect through their own behavior. This commitment to respecting fundamental human rights is set out in the codes of conduct of the Fujifilm Group and Fuji Xerox. Further details are available in All Fuji Xerox Code of Conduct and All Fuji Xerox Code of Conduct Guidebook.

Fuji Xerox’s Diversity Policy

Fuji Xerox’s promotion of diversity is based on respecting, accepting, and utilizing a diverse range of personal characteristics as an indispensable element of enhancing its ability to compete, and we regard this as one of our most important business strategies. Accordingly, Fuji Xerox will redouble its efforts to pursue the following initiatives:

  1. Pursue work style innovation so that a diverse range of personnel can perform to a high level
  2. Assimilate a diverse range of knowledge to enable better business decisions
  3. Acquire and utilize outstanding personnel
  4. Provide society with products and services that deliver new value

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 and whether or not they have a disability. 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 2016, following the enforcement of the Act on Promotion of Women’s Participation and Advancement in the Workplace in Japan, Fuji Xerox and its affiliates in Japan, including those with 300 or fewer employees for which the formulation of an action plan or disclosure of information is not mandated under the law, each formulated an action plan pursuant to the law and disclosed related information. At present the companies are implementing measures based on their respective action plans for the empowerment of women.

Marriage has been one of the reasons women quit their jobs, while the transfer of a spouse has also often been a cause of career interruption. In response, Fuji Xerox and its affiliates including sales companies introduced a relocation system for employees whose spouses are transferred, under which employees can request a transfer to a base located near their spouse’s new workplace or residence. As the number of employees transferred or taking a leave of absence under the system increased, that of employees who resigned due to a spouse transfer has substantially decreased, allowing more employees to continue to work without interruption. In fiscal 2016, three employees were transferred under the system, with one sent to a base outside Japan, one to a base within Japan, and another temporarily transferred to an affiliate, and four employees took a leave of absence under the system.

We are also implementing training programs for selected female employees and are more proactively promoting women to managerial positions as part of our empowerment efforts, which are not limited to helping women to continue working.

Throughout fiscal 2017, we will more deeply analyze the hurdles to women’s empowerment and foster measures to deal with each of the issues thus identified, regardless of their level of materiality. At the same time, we will utilize the Diversity Web on the intranet to share a variety of useful information, aiming to win the support of our employees for the development of a corporate culture oriented toward the empowerment of women.

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

  • Note Unconsolidated figures do not include employees who work under the "age limit for managerial positions" system.

Case Study: Empowerment of Women Facilitators Meeting

In order to develop reform leaders and assign appropriate people to appropriate positions, we are expanding opportunities for employees to demonstrate their abilities beyond the corporate framework and fostering a corporate culture that supports employees in taking on challenges. In particular, for the women empowerment, we aim to increase the percentage of female managers to 14% by 2020 by promoting employees who are qualified to take on managerial positions in terms of ability and motivation at earlier stages. As a result, the number of managers in their 30s and the number of female managers increased, with the percentage of female managers rising to 6.4% in fiscal 2016.

To accelerate the reform, we regularly hold the Empowerment of Women Facilitators Meeting with the participation of those tasked with promoting the issue at the affiliated companies and sales companies in Japan and at Fuji Xerox Korea. The participants discuss issues and set measures to be taken across the Company. When a female departmental manager visited Japan from Xerox Corporation, about 30 female employees of Fuji Xerox met with the manager as an opportunity to learn about various things, including business strategies and keys to improving work-life balance.

Case Study: Making use of the relocation system for employees whose spouses are transferred

Kayoko Nemoto,
Human Resource & General Affairs Group,
Human Resource & General Affairs Department,
Fuji Xerox Kyushu

In anticipation of my husband’s transfer, I was actually thinking about using the reemployment system offered to former employees who resigned to take up childcare duties and for other reasons when I heard about the launch of this new system. Having reached my 40s, I was more concerned about continuing to work rather than about progressing my career and enhancing my expertise. Luckily for me, at present I am still engaged in the field of information security, which I used to be in charge of at the headquarters, albeit from a slightly different angle as a front line employee.

However, it took a lot of time and energy to keep up with the school-related procedures for my three children and move to a new place, and in the process I frequently felt that society had not advanced sufficiently for me to make use of the system provided by the Company, which was ahead of its time. The Company and those at my previous and present workplaces are very kindly supporting me, and I would like to make contributions to the Company and society based on this experience.

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 2016, 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 2.2% as of the end of fiscal 2016). For affiliates and sales companies within Japan, the number of companies fulfilling the legal mandate as of the end of fiscal 2016 amounted to 38 companies out of 43. We 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:

Employment of Persons with Disabilities (Japanese Only)

Improving working environment for all employees to demonstrate their ability

Case Study: Becoming the world champion in the Deaflympics!

Saki Ugaya from Fuji Xerox’s Solution and Service Sales Reinforce Department participated in the 2017 Summer Deaflympics held in Turkey as the captain of Japan’s national women’s volleyball team and led the team to victory. Composed of hearing-impaired members ranging in age from 16 to 33, the team showed overwhelming strength, winning all its games without dropping a single set.

“It is great that the team won the gold medal,” says Ms. Ugaya’s manager, Manager Itakura. “But what should be more appreciated is the process by which Ms. Ugaya led the team while also working at the Company over the last four years since the previous Deaflympics, in which the national team had a regrettable experience.” Ms. Ugaya’s colleagues also offer high praise. “She strives to not miss a single ball, even those that are very difficult to hit,” says one. “She’s not one to give up easily, and she works hard at work too. We usually forget that she even has a hearing impairment.” Ms. Ugaya has been fulfilling her duties at work while spending her free time and money on volleyball, thereby maintaining a good work-life balance as well as winning a gold medal.

©Japanese Federation of the Deaf

Hideto Itakura
Saki Ugaya
Solution and Service Sales Reinforce Department, Fuji Xerox

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.

The Second Life Program provides employees with various options, including a “Reemployment Course” for employees who want to continue working at Fuji Xerox after their retirement, an “All Fuji Xerox Reemployment Course” for those wanting to continue working at Fuji Xerox Group companies, a “Reemployment with Company Support Course” for employees who would like to continue working at companies other than Group companies, an “Independent Plan” for employees planning to start the next phase of their life without support from the company, and a “pre-retirement program” for employees who will resign before they reach retirement age to switch employers or start their own business. We revised the reemployment system for retired employees in April 2013 in response to the revision of the Act on Stabilization of Employment of Elderly Persons and to an increase in the number of reemployed employees, aiming to increase our profitability and provide them with stable employment opportunities. In fiscal 2017, we are again working on revising the system, which was changed to encourage reemployed workers to make more contributions to business performance in order to ensure stable workplaces, with a view to providing post-retirement employees with greater incentives.

In fiscal 2016, among the 154 employees who utilized the Second Life Program after retiring from Fuji Xerox, 108 (70.1%) chose the Reemployment Course; 9 (5.8%) chose the All Fuji Xerox Reemployment Course; 8 (5.2%) chose the Reemployment with Company Support Course; and 29 (18.9%) chose the Independent Plan.
As of March 31, 2017, 1,332 people who officially retired after reaching the mandatory retirement age continue to work at Fuji Xerox and its affiliates (the increase of 115 people compared to the previous year).

General Design of the Second Life Program

  • Note Career Frontier Workshop: CFW55 (Career Frontier Workshop for 55) is a workshop organized to encourage employees at 55 years of age to consider future life plans.