Employment and Working Environment
Employment at Fuji Xerox
Fuji Xerox and its affiliates strive to maintain and improve competitiveness by offering flexible employment arrangements to suit the nature of the work done by our employees and their expected roles.
In fiscal 2013, there was modest growth in the total workforce in Japan resulting from an increase in the number of people reemployed after reaching their mandatory retirement age. In the overseas sales areas, the number of employees increased in growing markets mainly in emerging countries, but the number of employees declined in advanced countries where productivity improvements were made. In the area of production, the number of employees increased to respond to the growth in production at Fuji Xerox of Shenzhen and from operations starting at the new location of Fuji Xerox Hai Phong.
In fiscal 2014, we will recruit appropriately and develop human resources in accordance with the changes in market size and production volumes by country and region to achieve sustainable growth.
Total Number of Employees (Fuji Xerox and affiliates)
- Note The total number of employees reported is the number of employees who have signed direct employment contracts (official employees).
Number of Employees by Country and Region (as of end of March 31, 2013)
|Countries and Regions||Total (persons)|
Percentage of Employees Directly Employed (Fuji Xerox and Affiliates)
- Note Directly employed employees refers to the number of employees who have signed direct employment contracts with Fuji Xerox or its affiliated companies (official employees). Indirectly employed employees are dispatched workers.
Average Age (Fuji Xerox Unconsolidated)
Initiatives for Employees Not under Direct Employment
Fuji Xerox and its affiliates are moving forward to ensure better compliance with laws and regulations and to ensure effective use of human resources, the latter constitutes our single valuable management resource. Employees not directly employed are retained through various contractual arrangements, including temporary staff and subcontracted staff.
In fiscal 2012, we sustained the same focus from the previous fiscal year on the appropriate use of employees not retained under direct employment arrangements. As the National Diet of Japan continues deliberations which began in November 2008 to amend the Act for Securing the Proper Operation of Worker Dispatching Undertakings and Improved Working Conditions for Dispatched Workers, we moved forward with efforts to ensure the workplace suitability of temporary employment contracts, basing our decisions on the standards in the Compliance Guidelines applying to Fuji Xerox and its affiliates (the revised basic concept on temporary employment contracts, intended to ensure the suitability of temporary employment in administrative operations). We revised part of these Guidelines in March 2011.
The amended Act for Securing the Proper Operation of Worker Dispatching Undertakings and Improved Working Conditions for Dispatched Workers passed by the Diet in 2012 requires management based on stricter standards. Accordingly, we undertook training, education and awareness-raising activities to promote awareness of legal and regulatory compliance among the workforce leaders.
Fuji Xerox and its affiliates remain dedicated to achieving further progress in creating systems that ensure the compliance and propriety of our use of external human resources.
Increasing Employee Satisfaction
Fuji Xerox considers it important to have an accurate understanding of the mindset and values that each and every employee has toward the company and their work, and to improve employee satisfaction (ES) as well as reflecting these findings into the management of the company, in order to bring out the full potential of each and every employee and to create a lively workplace environment.
Based on this approach, in 1978, Fuji Xerox began conducting a questionnaire-based "Morale Survey" of all employees in our company. This was later also implemented in our affiliated companies and sales companies within Japan. The results of this survey are utilized as important information in developing our business policies as well as in finding solutions within our organization. The information is also provided to our employees through the Intranet and each organization.
The survey is centered on the following five categories, referred to as "core morale": Work Satisfaction, Workplace Satisfaction, Satisfaction with Superiors, Satisfaction with Personnel Management, and Satisfaction with Organizational Management.
In addition, the survey asks questions on how well the employees understand and are practicing the company's business policy, as well as their attitudes toward Our Shared Values espoused for both Fuji Xerox and its affiliates. There are a total of 50 such questions that are commonly shared by Fuji Xerox employees and those working in affiliates and sales companies within Japan.
In addition to these common questions, there are also questions related to measures and programs on such issues as harassment and work-life balance, as well as questions that are specific to each company. A comment area for freely writing opinions is also provided.
Also, the "Employee Motivation & Satisfaction Survey (EMSS)" has been given at overseas sales companies since 2001 for similar purposes and utilization. This survey consists of 10 modules including Direction, Communication, and Teamwork, and looks not only at the level of satisfaction of the employees, but also determines what the employees themselves consider are the most important issues.
In fiscal 2013, the group-wide average score for Core Morale was 3.36 points (out of a maximum score of 5.0 points), showing not much change from the 3.37 points of the previous year. For individual subjects, scores were 3.58 for Work Satisfaction, 3.56 for Workplace Satisfaction, and 3.56 for Satisfaction with Superiors, once again significantly exceeding the average score of the previous year. In addition, the score for Satisfaction with Organizational Management was 3.12 points, which was down by 0.11 points from last year. Satisfaction with Personnel Management was 2.97 points, the same figure as the previous year.
As part of our Corporate Culture Reform Movement, we started having "discussion meetings" at each of the divisions and workplaces based on the results of the Morale Survey. As a result, there has been progress in producing reform in the awareness and actions of the individual employees. However, organization reform is still far from complete. In the future, the issues that need to be addressed are the further fostering of a corporate culture that encourages the will to challenge oneself, and to promote reform in the "work style," which includes how the work is done throughout the entire business function.
In fiscal 2014, we will use the results of this Morale Survey to continue the discussions and dialogue within each organization and workplace, and will further strengthen our efforts to increase employee satisfaction in domestic sales companies and affiliate companies.
Also, to further promote a change in the "work style," Fuji Xerox will host workshops for divisional directors so that we can share a common awareness on reforming our manner of work.
In order to realize sustainable growth, we will press ahead with various improvements, including improving systems and the sharing of survey results, to improve the level of employee satisfaction within the consolidated group.
Since 2004, Fuji Xerox has revamped its severance payment and pension plan benefits scheme and introduced a defined benefit corporate pension fund and a defined contribution benefit plan to replace the former employees' pension fund and qualified pension plan. Additionally, efforts to revise the systems at affiliates and sales companies in Japan have resulted in the adoption of a defined benefit and a defined contribution plan at these companies.
One of the features of our defined benefits plan is the option to postpone the start of benefits from age 60 to age 65, which provides the flexibility to respond to changes in the public pension system and any accompanying changes in employment.
In fiscal 2013, we made renewed efforts in providing continuous investment education for managing the Defined Contribution plan (DC), and developing an e-learning environment which started operation in June 2013. We also began undertaking efforts to add products that had been previously requested. As a result, two emerging market equity and bond funds were added in June 2013; domestic and overseas REIT funds were added in March 2014; and a comprehensively diversified fund was also offered that includes emerging market shares and securities, in addition to domestic and overseas REIT shares, to the traditional four asset classes. With this, we now provide products covering nearly all major asset areas for the DC system.
In fiscal 2014, we will work to continue providing DC investment education, while also aiming to further improve the sharing of information. To this end, we are planning to create a website for persons in charge in the related divisions and affiliated companies.