[Priority issue 2] Develop and Utilize Diverse Human Resources

Fuji Xerox established a plan to boost the ratio of managerial positions held by women from 5.8% in FY2014 to 14.0% in FY2020 and is working actively to promote female job advancement. Our promotional measures included the Diversity Forum, designed to identify obstacles to female workers achieving advances in their jobs from the viewpoint of actual female workers in the frontline. The forum identified four issues: (1) working hours, (2) flexible working styles, (3) awareness among female workers, and (4) awareness in the work place, and formulated appropriate countermeasures for each issue. In FY2013, as countermeasures for obstacles (1) and (2), the entire company worked to implement a highly productive working method (maximizing the work results within the standard working hours), as well as home-working and remote-working systems.

In FY2014, the Female Business Leader Advancement Promotion Program, a seminar for female candidates for executive positions, was held to encourage them to advance into even higher job rank classifications and was attended by 35 managers. We have implemented the programs such as exchanges with roll models inside and outside of the company, development of mindset for senior management through mentors, and commitment of carrier planning. We will expand these programs to nominate female management candidates and offer educational programs for them.

It is said that the productive population in Japan will be halved due to aging, the low birth rate, and the overall population decrease. For a Japanese company to maintain and reinforce its competitiveness against this severe backdrop, it is important to create an environment where people eager to work can exert their strength dynamically—regardless of their gender or age. To become a company that promotes each employee’s potential, Fujifilm started the company-wide Work Style Innovation campaign to create a corporate culture in which diverse employees can develop their own strengths and produce results through efficient ways of working.

Concretely, we continuously act on the following three principles: (1) Working style innovation (individual employees make their own arrangements to increase their productivity and results per hour); (2) Skill exertion of diverse employees (utilize employees’ strengths in their work regardless of gender or age); and (3) Enhancement of support systems (to enable flexible ways of working in order to support their child care or caring other family members). We aim to create a synergy effect through fully utilizing these three principles.