[Priority Issue 2]Develop and Utilize Diverse Human Resources

To create and develop a high-growth business and accelerate the global expansion in an ever-changing business environment, it is important for a company to develop human resources who support such business by creating an environment where diverse employees can exert their capabilities to the fullest extent. The Fujifilm Group has been creating frameworks to find, foster, and utilize human resources from a global group-wide viewpoint. Fujifilm Group also provides necessary training to develop human resources worldwide who can proactively create innovation to adjust to social changes. We are also working to develop a corporate culture in which each member of our diverse employees can exert their capabilities, embracing differences of gender, nationality, disability, and age.

[Target]Increase the rate of international employees(i.e., non-Japanese) in major positions.

• Enhanced collaboration and discussion with HR officers in the US, Europe, China and the Asia Pacific region to achieve optimum HR allocation and appointments globally. (FF)
• Five overseas subsidiary employees were accepted on the On the Job Training program in Japan. (FX)

[Target]Improve the rate of women in managerial positions.

• Percentage of women in executive and managerial positions increased from 3.4% in 2011 to 7.5% in FY2017. (FX)

[Target] Keep exceeding the legally stipulated rate of employment of people with disabilities.

• The rate of employment of people with disabilities in June 2018 was 2.3% (by the groupwide calculation method under FUJIFILM Holdings).

[Target] Achieve zero retirement of employees caused by nursing care, childbirth, and childcare.

• Number of employees permitted to work-at-home for childcare and nursing care increased by 2.7 times compared to FY2014. (FX)
• Introduced the Paid Leave by the Hour system in Fuji Xerox in addition to Fujifilm in April 2018.
• Held seminars for employees returning from childcare leave and their managers to raise awareness on how to make their return to work smooth. (FF)
• Held specialist seminars to prevent employees quitting their job for nursing care; increased support offices for nursing care. (FF)

[Other major activities]

• Held Global Highly Specialized Engineer Meeting for the first time to invite engineers from across the world. (FF)
• Started the Future Leaders Challenge Program for young employees in Jan 2018. (FX)
• Fuji Xerox Tokyo received the Excellence Prize under the Minister of Health, Labour and Welfare's awards for enterprises that promote telework (Shiny Telework Prize) in FY2017.

Related Data and Information:Personnel and Labor

Related Data and Information:Labor Environment and Social Benefit Accounting

FH: FUJIFILM Holdings FF: Fujifilm FX: Fuji Xerox

Fujifilm offers training programs for employees—from new graduates to managements—to enhance their individual roles and to create a corporate culture where employees and managers are closely involved in their staff development. We aim to develop professionals who improve their capabilities on their own initiative and acquire highly marketable strengths, and exert their diverse personalities. To this end, as well as conducting career training to develop the strengths of our employees at each stage, we are providing systematic and planned leadership development. 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.

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. For Japanese employees due to be appointed to positions overseas, we are introducing planned practical training and overseas onsite training to enable employees to gain practical experience in local workplaces. For employees of overseas subsidiaries, we are also implementing training for managers and training programs to disseminate the FUJIFILM WAY to all across the Group. In FY2017, we held the Global Highly Specialized Engineer Meeting for the first time. Our engineers from across the world and with different specialties exchanged ideas through discussions concerning the Group's technologies and issues.

Further, we have started building a framework to find, foster, and utilize excellent talent so that such employees can be appointed to their optimum positions—even beyond national borders. We also conducted a meeting with HR officers from the US, Europe, China, and the Asia Pacific, and we are now implementing concrete plans.

Fujifilm has been implementing Work Style Innovation activities, aiming to become a company where diverse employees can utilize their individual strengths to demonstrate their capabilities in effective ways of working that produce results. We have been continuing these activities based on the three principles of (1) Work style reform; (2) Skill exertion for diverse employees; and (3) Enhancement of support systems. Together, these activities generate synergetic effects.

In the area of work style reform in FY2017, we are advancing further working efficiency by business process visualization through utilization of IT, and process reform through Robotic Process Automation (RPA), in addition to our conventional work style reforms. The time created by such working efficiency advancement is then used for selfdevelopment, forming human networks, and enriching family life. Feeding back what the employees gained through such extra-work activities to the job, we continue a running cycle of human growth that benefits both individual employees and the company. Toward enhancing our support systems, jointly with employees, we provided seminars and events for those employees who are about to face new life stages to help them experience such life changes smoothly. Further, as a part of diversity enhancement, the entire Fujifilm Group set a medium to long-term expansion target for the employment of people with disabilities, in addition to those re-employed after retirement. We formed the employment expansion support scheme across the Group companies to generate more job opportunities to match different people and to improve the job retention rate.