[Priority issue 2] Develop and Utilize Diverse Human Resources; Outline of Activities in FY2014: Realization of Diverse Ways of Working

We continue to engage in efforts to facilitate diverse ways of working. In 2007, we implemented the F-POWER Project aimed at creating an environment where female employees can demonstrate their maximum capabilities. Holding seminars and arranging a system for balancing work and childcare, we established a base to support female employees to participate actively. We enhanced the work-life balance support systems, including nursing care leave and family care leave in 2010, exceeding the legal requirements. Some measures were introduced to encourage the smooth return to the workplace for female workers who took childcare leave in 2013. One of them was the rule to ensure the principle that female workers would be able to return to their previous workplace after their childcare leave so that their career is not interrupted by their life event and continue to utilize their established experience and special skills. Other measures include online courses for employees on childcare leave to acquire knowledge and skills at home, and a special online program to provide the information necessary for returning to work. We also introduced a company re-entry system to enable employees with established careers and experience to return to the company after they had left the company for unavoidable circumstances.
In 2014 we promoted the Work Style Innovation campaign across the company aiming to encourage diverse employees to exert their abilities (see page 52), and held training on career design for female employees, as well as a diversity management training for the managers of female staff.

Fuji Xerox aims to be a company where all can deliver their full potential regardless of gender, nationality, disability, or age. To realize this, the company adopts an employment strategy that values diversity and offers a flexible working style to enable such diverse human resources to exercise their skills to the optimum.
We have been including the opinions of female employees in our systems to ensure a good work-life balance, and encouraging them to come back to work after marriage or childbirth since our foundation. As a result, this has become a company standard for employees to continue their work utilizing all available support schemes. In FY2014, the job return rate of female workers who took childcare leave reached 97.5%, and difference in the lengths of service between male and female employees became smaller showing 20.3 years for male and 16.0 years for female. Further, the total number of users taking fertility-treatment leave introduced in 2012 reached nine, showing that the employees are now actively using the innovative flexible working environment available to them. As for the promotion of female job advancement, we established a plan to boost the ratio of managerial positions held by women from 5.8% in FY2014 to 14.0% and are working actively to achieve this target (see page 51). Our efforts in FY2014 included selecting female advancement promotion officers from each of the domestic affiliate companies, sales companies, and Fuji Xerox Korea, where female participation in decision making (percentage of women managers) is insufficient, to accelerate female advancement across the Fuji Xerox Group.
Fuji Xerox is also working hard on the employment of people with disabilities and the advancement of older employees.

Ratio of Women in Executive and Managerial Positions(Fuji Xerox and affiliated companies)