[Priority Issue 2] Develop and Utilize Diverse Human Resources: Outline of Activities in FY2016 “Human Resources Development”

Fujifilm places great importance on developing its human resources. We support each of our employees in studying and improving their capabilities by developing highly marketable strengths. We aim to develop professionals who sense the advancement of IT and other social trends, and commence innovative actions on their own initiative, and to foster a work culture where employees and managers are closely involved in their staff development. To this end, as well as conducting career training to develop the strengths of all our employees, from new graduates to management, and to enhance the individual roles, we are developing systematic and planned leadership development. For example, we are fostering the development of young employees who have less than three years of work experience by having senior employees run along with them after setting action and development targets, which is to support them in demonstrating energy and enthusiasm in their work while maintaining a desire to learn at all times with humble heart. We are also enhancing the abilities of our management to see through issues towards their resolution by improving teamwork and stimulating a fundamental transformation in direction.

We are also conducting training to enable employees to gain skills and competencies, and the basic skills needed by people working for organizations and functions such as R&D, production, sales and marketing, administration, etc. These consist of various training programs where people systematically learn basic business skills and various technical skills needed in the workplace from basic to application levels. We are aiming to improve their work capabilities by firmly linking this OFF-JT to guidance in the workplace through OJT. In addition, regarding the human development in our group companies, we are cooperating to conduct practical trainings to strengthen skills which are essential for each company and foster the promotional power for our whole business.

We are also implementing measures to foster global human resources based on scheduled training to develop global skills and mindsets, and improving the capabilities of our employees to work globally. While we are introducing planned practical training, including for Japanese employees due to be appointed to positions overseas and overseas onsite training to enable employees to gain practical experience in local workplaces, we are also implementing training for employees of overseas subsidiaries (see figure). We have also begun construction of a system to find, foster and utilize excellent talent, with the aim of conducting global HR development that can deploy and utilize the most suitable talent for each position from all the human resources at all our companies, regardless of nationality or gender. In addition, we are now implementing specific measures to identify, select, and foster human resources from a global perspective in each area of North America, EU, China, and Asia Pacific regions.

Fuji Xerox seeks human resources who can think and act on their own to keep pace with changes and reform business procedures. In order to enable individual employees to develop their competencies at their own initiatives and create careers in which they can sense their own growth, we implement various programs with the following focuses for reinforcement: (1) management; (2) problem solving; and (3) global human resource development.

In FY2016, we continued our job category education program and rank-based education program across Fuji Xerox and its domestic affiliates. For the job category education program, in particular, we provided thorough management skill training for sales managers in preparation for full-scale utilization of Sales Force Automation (FSA) in the sales divisions to standardize their management skills toward good organizational strength. For rank-based education program, we changed from one-off group training program to a one-year course to support individuals’ challenges over the entire period so that they can complete their tasks and progress to higher targets. This is realized by collaboration between the Human Resource Development Department, the manager, and the trainee. We also offer problem solving training across the company to create a workplace culture where people work with scientific minds.

For global human resources development programs, we offer overseas OJT and a next-generation leader training program for selected employees in their 30s. In FY2016, we dispatched 27 Japanese employees to affiliates in China, Singapore, and other Asia Pacific countries, and to the US Xerox Corporation. Also, the coverage of employees who are eligible to apply for overseas onsite training programs was expanded in FY2011 to include employees of the sales companies spread across Japan. By FY2016, we had dispatched a total of 50 employees to overseas companies. We are currently further expanding this coverage to affiliates and plan to include a wider range of Group companies.

At the same time, we started the job rotation program for overseas company employees to work in Fuji Xerox in Japan since FY2011 as a part of our business skills training. By FY2016, 13 overseas employees had been appointed to a specific division for two years after they had created a training plan that includes work aspects that can only be learned in Japan.

We also offer an internship program in collaboration with major overseas technical universities towards more effective overseas market expansion and acquire advanced technologies. We accepted six students from China, one from Australia, and two from India in FY2016.