[Priority issue 2] Develop and Utilize Diverse Human Resources"Outline of Activities in FY2015: Human Resources Development"

Fujifilm places great importance on developing its human resources. More concretely, we aim to support each of our employees in seeking to improve their capabilities by developing highly marketable strengths and becoming professionals who demonstrate their own diverse talents, and to foster a work culture where managers also 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 of each of them, 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, HR, 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.

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. We are in the process of introducing specific measures toward creating a pool of specialists who can identify, select, foster and utilize these human resources from a global perspective, through meetings between the persons responsible for HR management in North America, Europe, China and the Asia Pacific regions.

Fuji Xerox conducts training to develop human resources empowered to rise to the challenges of growth and change, and able to think and act on their own in order to create consistently high value that keeps pace with the changing business and market environment. For this purpose, we provide career support to enable employee to develop their competencies in a self-directed way by offering them diverse experiences, while evaluating and promoting employees who can think and act on their own. We also conduct various programs, including HR training to develop global competence, training in problem solving, and management training to promote renewal of our organizational climate into one that thrives on challenge.

In FY2015, the All-Fuji Xerox Management Improvement Training, which was launched in full as a three-year plan that forms the keystone of the transformation of our organizational climate that began last fiscal year, was provided to approx. 800 people. We plan to provide this training to a total of 1,500 people. We are also expanding our problem-solving training for overseas affiliates to enable their employees to develop their capabilities to solve problems on their own.

In terms of development of global human resources, in addition to continuing to provide global training to the next generation of leaders, we have also enhanced our program to develop management-level candidates from overseas affiliates through study in Japan at graduate schools or in long-term OJT. We increased the number of such positions from one in fiscal 2014 to four people in fiscal 2015. We are also conducting internships in collaboration with famous overseas technical universities to aid in obtaining and utilizing non-Japanese human resources to strengthen the global responsiveness of our domestic employees. In fiscal 2015, we received four students from China, one from Australia, and four from India, totaling nine students in all.

To achieve transformation through accelerated human resources development and to allocate the most suitable human resources to the most suitable positions, we are also sharing the work systems of approx. 23,000 employees in Japan, including in domestic affiliates and sales companies, and we have also been unifying our human resources database and system.