High-Priority Management Themes at Fuji Xerox

Developing human resources who can think and act on their own

Basic concept on personnel development

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.

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Past Activities

In fiscal 2017, 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 switched to a training program that provides support to each individual employee for their challenges continuously, 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 11th 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 2018, we will focus specifically on the following areas:

  1. Strengthen compliance
    We will continue to implement initiatives to strengthen compliance throughout the entire company, under the basic premise of putting into practice our slogan of being “open, fair, clear” in all of our actions
  2. 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.
  3. Strengthen problem and issue-solving capabilities to identify solutions to our customers’ business-related issues
    New graduates and young employees are trained to acquire the basic ability to act based on the interests of the customer. We will continue educating our sales employees, starting from the time they start work as new graduates, to help them acquire the ability to identify both internal and external changes in the customer’s situation, and grasp the true nature of the problems and issues that are being faced. We will also strengthen our abilities to provide solutions and services, developed based on our diverse range of technologies, to tackle such issues and problems. In the case of technical employees, we will strive in our efforts to develop personnel who are able to realize our business strategy and thereby deliver new value to our customers. Such employees will not only possess high technical capabilities, but will also have the ability to see things from the customer perspective, coupled with an acute sensitivity that allows them to capture the changes happening in society.
  4. 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.

Career Development Support

Fuji Xerox and its affiliates in Japan developed a framework to enable employees to determine their own strengths and weaknesses, and actively grow and challenge themselves with a view to taking the next step in their career.

Each year, employees draw up a career development sheet, which is shared with their managers through personal interviews. We strive to ensure that the cycle of planning and execution, implemented based on the employee’s career plans and goals, is proceeding smoothly. Meanwhile, we also offer an in-house job posting system that is available to all employees, including those at affiliates in Japan, so that everyone can take the initiative to challenge themselves toward achieving their desired career goal.

Furthermore, the services of the Career Consultation Office are offered regularly on a monthly basis. At this Office, employees who have been appropriately screened and trained serve as career consultants and provide advice. Employees across a broad age range—from the young to the more senior—are making use of this service every year.

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The in-house job posting system, which can be used by all employees including those at affiliates in Japan, was suspended in fiscal 2017 due to considerations to the impacts of personnel placement implemented under our structural reform.

Since establishing the Career Consultation Office in 2002, a total of approximately 4,800 employees have used its services. In fiscal 2017, those in their 50s accounted for more than half of the 169 employees who visited the Career Consultation Office, indicating that there is increasing interest in career development as an integral element of their life plans.

We will continue to support the career development of employees of all ages.

Development of Educational Programs and Global Human Resources

Fuji Xerox is implementing the following educational programs across the entire company, including at our global sites: basic education for all Fuji Xerox employees, education for new graduates and mid-career recruits, and education for new managers.

Furthermore, Fuji Xerox has a systemized personnel development program for its employees and affiliates and sales companies in Japan designed for different job types (research, development, manufacturing, SE, CE, sales) and classifications (new graduates, young employees, leaders, management), as well as personnel development programs for overseas affiliates geared to match the regional needs of each company.

With regards to the development of global human resources, we are striving to both attract foreign national employees and also send Japanese employees to overseas sites.

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1. Attracting foreign national employees

For our internship program offered in partnership with overseas universities, in fiscal 2017, we welcomed two student interns from India.
For our personnel development program where we conduct a planned rotational placement of employees from overseas affiliates to positions in Japan, five employees participated in fiscal 2017. Previous participants who completed their two-year mission of working in Japan have been showcasing their skills around the world, using the knowledge and the networks that they cultivated through their stay in Japan.

2. Sending Japanese employees to work overseas

From fiscal 2011, we expanded eligibility for overseas business training to include employees at our sales companies in Japan. In fiscal 2017, a total of 22 young employees from Fuji Xerox and our sales companies in Japan have been sent overseas. We will continue this program and are planning to send young employees from Japan to receive overseas training in fiscal 2018.

Furthermore, starting January 2018, we began offering the Future Leaders Challenge Program based on an open application system. The participants (28 employees) are working to not only cultivate their mind and improve their language skills, but are also gaining invaluable experience, such as the opportunity to hold discussions with top global leaders from both in and outside of the country, in order to acquire the leadership skills that are necessary as future members of top management.

Please also see the following related pages.

Evaluation, appointment, compensation

Work style innovation

Fuji Xerox has since the 1970s been continuing to appeal to the general public to change the way we think about how we work. Likewise, the company has been supporting our employees in diverse ways to establish a smart work-life balance.

We have implemented various systems for flexible work ahead of other companies, such as flextime work and leave for childcare or long-term nursing care. As a result, we now have a well-established workplace culture where it is natural for employees to continue working throughout their various life events.

We have also responded to the demands of the times and of society by taking a proactive approach in adopting other systems such as leave for fertility treatments and a relocation system for employees whose spouses are transferred; Fuji Xerox and its affiliates and sales companies in Japan all employ the same systems.

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Past Activities

Fuji Xerox has been advancing various activities to promote work style innovation from the three perspectives of “changing awareness and the workplace culture,” “prioritizing important work and reforming the work process,” and “renewal of the work system and its implementation.” As a result, we have enhanced awareness on working efficiently, and advances have been made at each workplace in improving operation efficiency. This has helped us reduce the average total working hours per employee at Fuji Xerox (non-consolidated) by 143 hours over the past five years (compared to fiscal 2012).

We also made advances in enabling employees to make flexible use of the systems to achieve their desired work-life balance, and the company is developing a workplace environment where it is becoming particularly easier for employees who have time constraints to continue working.

Note: Examples of work style innovation activities

  • Shift toward working earlier in the morning with the renewed flextime work system, and strengthening collaboration and partnership across the company
  • Implementation of work-at-home option for employees performing childcare and long-term nursing care
  • Promoting the use of teleworking by sales employees within Japan
  • Encouraging employees to develop a mindset of achieving results within a limited time, while improving the personnel system and work process

For the work-at-home system for those engaged in childcare and long-term nursing care, 90% or more of users responded that they are satisfied with the system. The number of users increased from a total of 129 (32 men and 97 women) in fiscal 2014 to a total of 344 (144 men and 200 women) in fiscal 2017. Of particular note is that male users have increased by 4.5 times compared to fiscal 2014.

Furthermore, starting April 2018, Fuji Xerox and its affiliates in Japan newly implemented a system of giving paid leave by the hour, thus making it possible for employees to take hourly leave in a flexible manner.

Future Initiatives

It is essential that we continue improving the efficiency of existing operations in order to achieve further results in work style innovation, and to challenge ourselves to perform new jobs with high added value. As such, we will restrengthen the efforts to improve operation efficiency (issue 1).

Furthermore, in order to buttress our reform initiatives, we believe it is necessary to create a workplace environment that enables employees’ flexible work based on their needs (issue 2).

We will also continue to ensure compliance in the area of labor issues (issue 3).

  1. Reform work process and establish operational efficiency in an organized manner.
  2. Establish a workplace environment where employees may exert their capabilities to the fullest extent.
  3. Renew efforts to strengthen labor compliance

Fuji Xerox will continue to strive to realize a work style that enables our diverse employees to challenge themselves and maximize their performances, and enjoy working with high productivity and vitality.

Various systems that support diverse work styles

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.

Our work management system was updated in fiscal 2016 in order to manage working hours and holidays in an appropriate manner, and to enable us to respond swiftly to further diversification of ways of working. At present, all companies within Japan are using this work management system and capturing the work hour records.

In fiscal 2017, a guidebook on our code of conduct was distributed to all companies including overseas affiliates. This was used to educate employees to adhere to labor regulations and other compliance matters.

In fiscal 2018, we will make it easier to understand how to manage tasks and duties during mobile working, in addition to improving the ease of using the system. At the same time, we use this system to strengthen our labor management.

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).

Paid Leave Taken (Fuji Xerox unconsolidated)

Please also see the following related pages.

Promoting occupational health and safety, labor-management

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.

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

Our business 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 different people with a vriety of backgrounds into tremendous collective strength as a company. We will contribute to create prosperous societies by providing new value out of relationships that offer mutual learning and inspiration.

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Expanding the Role of Women

Based on the Act on Promotion of Women’s Participation and Advancement in the Workplace which was enforced in fiscal 2016 in Japan, Fuji Xerox and its affiliates in Japan, including companies that are not subject to this law due to having 300 or fewer employees, 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.

At the 5th All Fuji Xerox Women Empowerment Promotion Meeting held in 2017, attention was called to issues concerning the performance apperaisals and work environment of reduced work hour program users. In response to the discussion, in May 2018, we issued the Managers’ Guide to Support Employees in Childcare.

This guide sistematically compiles explanations about systems, communications, and performance appraisals for employees who are involved with pregnancy, childbirth, and childcare. Especially for performance appraisals, the guide clearly instructs managers to set up appropriate job targets for those who use reduced work hour program.

We will continue to strive toward cultivating a corporate culture that enables employees working under various constraints to still be able to perform at their best, and to be evaluated in a fair and appropriate manner.

Case Study: Various certifications and awards

In fiscal 2017, Fuji Xerox (non-consolidated) acquired the second certification class of the “Eruboshi” certification based on the Act on Promotion of Women’s Participation and Advancement in the Workplace.

As for sales companies in Japan, Fuji Xerox Tama, which for the third consecutive year since 2013 received the “Kurumin” certification for companies that support child-rearing, was given the “Platinum Kurumin” certification in August 2017, and in addition, received Prize of Excellence, Tokyo Metropolitan Government Women’s Empowerment Awards 2017.

Furthermore, Fuji Xerox Shikoku received Governor’s Prize, Kagawa Women Kirasapo Awards 2017.

We will continue the efforts being an organization that respects and welcomes diversity, and will strive to generate enhanced value for our customers by making use of the diverse ideas and skills of our employees.

FY 2017 certifications: “Kurumin” and “Platinum Kurumin” (Fuji Xerox Tama), “Eruboshi” (Fuji Xerox)

Related websites:

Fuji Xerox Tama receives Prize of Excellence, Tokyo Metropolitan Government Women’s Empowerment Awards 2017, inaddition to “Platinum Kurumin”(Japanese only)

Fuji Xerox Shikoku receives Governor’s Prize, Kagawa Women Kirasapo Awards 2017 (Japanese only)

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

  • Note Figures for Fuji Xerox (non-consolidated) and for affiliated companies within Japan do not include employees who work under the “age limit for managerial positions” system. Also, figures as of April 1, 2018 have been used as fiscal 2017 results.

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 Fukuoka

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

In fiscal 2017, aiming to achieve our target 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 in Japan, we continued our efforts from the previous year to actively recruit persons with disabilities and promote greater understanding in the workplaces. As a result of our efforts, Fuji Xerox (non-consolidated) achieved the legally mandated employment rate throughout the year (the rate was at 2.18% as of the end of fiscal 2017). For affiliates within Japan, the number of companies fulfilling the legal mandate as of the end of fiscal 2017 amounted to 32 companies out of 45.

From fiscal 2018, we will operate under a group-wide calculation method as a member of Fujifilm Holdings, and 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 every employee can exert his/her capability to the fullest extent.

Please also see the following related pages.

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(the picture in July 2017)

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 will continue revising the system, with a view to providing post-retirement employees with greater incentives to actively contribute with a high level of motivation.