Engagement with Employees

Our Ideal

Fuji Xerox will create a corporate culture that motivates and empowers individual employees to achieve their full potential.

Our Basic Approach

Fuji Xerox aims to create a corporate culture that motivates and empowers every one of our diverse employees, with their individual traits and different backgrounds, to make maximum use of their expertise and ability and have the satisfaction of personal and professional growth. We are engaged in various initiatives to improve employee satisfaction, increase diversity, provide personnel training and education, and promote health, while seeking to empower each of our employees to rise to the challenges of growth and change and to think and act on their own.


Improving Employee Satisfaction

Trends in Core Morale at Fuji Xerox (unconsolidated)

In 1978, we introduced an employee satisfaction survey, first at Fuji Xerox and later at all our affiliates and sales companies in Japan, as we believe that people are the foundation of Fuji Xerox's success and our employees are important stakeholders. The results are analyzed in detail and become valuable input in developing management policies and solving issues within the organization, thus boosting our corporate strength and underpinning future growth. We also provide feedback through the individual organizational units, enabling employees to initiate frontline improvements through workplace discussions and dialogue with management about the findings. At our overseas sales companies, we have conducted the Employee Motivation and Satisfaction Survey since 2001. This has the same goals as the survey in Japan and is utilized in similar ways. Going forward, we plan to standardize the format of the domestic and overseas surveys so that their results can be evaluated using a common yardstick. The findings will inform a variety of global-level initiatives to improve employee satisfaction.


Toru Yamada
Director and Senior Vice
President, Fuji Xerox

Since the company's founding, Fuji Xerox has emphasized people-centric management in which our employees thrive and grow on the job and their performance helps us deliver value to our customers and to society. Currently, one of our top priorities is promoting diversity. We must create a work environment where employees with different backgrounds can each deliver their full potential. To help achieve this, we will reform the present working style which takes overtime and availability on holidays for granted; we will create workplaces conducive to career growth for women and foreign nationals, and will build an environment in which people with disabilities can make full use of their talents.
Accordingly, we are committed to initiatives that include further reducing annual work hours per employee, creating a flexible work system to ensure the most effective use of our diverse workforce, and introducing a common yardstick for evaluation to improve employee satisfaction at a global level-all moves which will ultimately lead to greater corporate strength.

Creating an Environment Where a Diverse Workforce Can Thrive

Features of Fuji Xerox Activities

At Fuji Xerox, we aim to be a company where every individual on our diverse team can live up to his or her full potential in an environment that is fair and just. Specifically, we create new value for our customers as a company where all can deliver their full potential-regardless of gender, nationality, disability, or age-by achieving an organizational culture which draws to the full on the diversity of expertise available to us. The new value that this diversity generates makes us a more competitive company. In particular, since the company's earliest years we have listened to female employees' wishes in designing systems to promote worklife balance and have striven to ensure that they can continue working when they marry and have children. These efforts have resulted in a culture where it is increasingly second nature for managers to make the most of diversity by, for example, accommodating employees' constraints when allocating roles.
Starting in fiscal 2013, we have endeavored to reduce annual work hours per employee by reforming a work style that traditionally expected long hours of overtime and thus helping to ensure that employees in a variety of circumstances, such as those engaged in childcare and family nursing care, are able to advance in their careers.

Fiscal 2014 Performance

Changes in Ratio of Women Executives and Mangers

In fiscal 2014, to reduce annual work hours per employee, we encouraged a shift to new work styles by promoting changes in attitudes and culture, in work prioritization and processes, and in the working hours system. These efforts succeeded in reducing total hours worked per employee at Fuji Xerox to 1,878, down from 1,947 the previous year. Progress was also made in advancing diversity, as the ratio of women in executive and managerial positions at Fuji Xerox reached 5.8 percent. To provide more scope for older employees, we instituted an inter-affiliate system for reemployment of retirees, and as of March 2015 there were 991 employees who had been rehired upon reaching mandatory retirement age.

Fiscal 2015 Initiatives

We will continue our ongoing efforts to improve the work environment, aiming to make Fuji Xerox a company where every employee can thrive and realize his or her full potential. Specifically, we are studying how to encourage employees to take all of their annual paid vacation days and how to expand the work-at-home system, currently available only to those who need to work from home for reasons of childcare or home nursing care. We will also carry out a fact-finding survey as a step toward improving the systems we have in place to support employees who provide home nursing care.
To give older employees greater scope, we intend to provide opportunities for career planning and to enhance mobility among Fuji Xerox and its affiliates by promoting implementation of the new system for inter-affiliate rehiring of those who reach mandatory retirement age.
In the area of women's career advancement, we will work actively to develop our women employees, nurture their motivation to aim for higher positions, and heighten management's awareness of the importance of diversity.

Case Study

Changes in Annual Work Hours per Employee at Fuji Xerox(unconsolidated)

In fiscal 2014, we transformed our existing flex-time system and introduced a "cooperative time system." By having all employees-sales, development, headquarters staff, and others-work the same hours regardless of job type or responsibility, we aim to work more as a team and increase productivity throughout Fuji Xerox. A uniform core time (9:00 to 15:00) has been set for the entire company, but this is reduced to 10:30 to 15:00 for those employees, male or female, engaged in childcare or home nursing care. We also established a general rule against overtime after 20:00, thus encouraging employees to shift to morning work. As part of the same package of reforms, a work-at-home system was introduced for those raising a child or nursing a family member; to allow more flexibility for the employees who utilize it, their hours will be based on a flex-time system without core working hours.

Developing Human Resources Who Can Think and Act on Their Own

Features of Fuji Xerox Activities

If we are to create consistently high value that keeps pace with the changing business and market environments, each one of Fuji Xerox's employees must rise to the challenges of growth and change and must think and act on his or her own. To support our employees in this, we implement training of human resources.
The support we provide for career development enables individual employees to develop their competencies at their own initiative and create careers in which they can sense their own growth. In addition, the wide-ranging measures we implement also include management training to promote renewal of our organizational culture, training in problem solving, and global human resources development programs.

Fiscal 2014 Performance

In fiscal 2014, we began management improvement training for the managers who will become the key players in transforming our organizational culture. Having analyzed the abilities required of managers at different levels, we made it our main goal to strengthen those qualities that we identified as important; they include a change-oriented mentality, decision-making ability, and the ability to train their staff.
To instill the basic skills needed to solve problems on one's own, we have started offering problem-solving training at our overseas affiliates as well as in Japan.
Further, to speed up the development of human resources prepared for the global arena, we are sending more people to receive training in the work of our overseas affiliates.

Fiscal 2015 Initiatives

In fiscal 2015, we will continue to strengthen our personnel training designed to ensure that employees can think and act on their own. This year we will fully implement the three-year management improvement training plan with the aim of transforming the culture companywide by changing the attitudes of all managers. We will also continue our initiatives to strengthen our employees' problem-solving ability and global readiness. In fiscal 2015, we will expand the problem-solving training program to our overseas affiliates and enhance the global readiness of each of our organizational units in Japan, for example, by increasing the rotation of employees of other nationalities to workplaces in Japan.

Case Study

Training in Problem Solving

Employees Tackle Problem-solving Exercises

At Fuji Xerox, we see problem solving as a basic skill that all employees need, and we provide training in this skill to help ensure our employees can think and act on their own.
Designed to provide a deeper understanding of what it means to solve a problem, the training is unique to Fuji Xerox. Employees are presented with simulated work situations using such materials as interlocking building blocks, and each gains firsthand experience of the innovation process as they think through the possibilities for improvement.
Trainees learn the basics of problem solving through a series of processes in which, utilizing such tools as logic trees and the cause-and-effect diagrams of QC, they take problems that arise in their work and break the system down logically, identify the issues, and apply measures for improvement.
This training is also conducted as part of our programs designed for new graduates and for each managerial rank. To date, over 15,000 people have taken the problem-solving training in Japan. In fiscal 2014, we also implemented the training in some areas overseas, and the training is due to be fully rolled out overseas in the future.
This training is also incorporated into student internships and has been the subject of presentations at other companies. Thus, our initiative in this area reaches beyond internal company use.

Sustainability Report 2015 Questionnaire