The Fujifilm Group believes that we can contribute to a richer society by generating new values through respecting, accepting, and being inspired by each employee’s personality and individuality regardless of their backgrounds and values. We aim to be a robust organization where diversified employees can exert their capabilities to the fullest extent.
We have achieved positive results on the percentage of women in executive and managerial positions, and the employment rate of people with disabilities. This was achieved through a number of efforts, including maintaining and enhancing the flexible work style to suit different life stages, such as childbirth, childcare, and nursing care; implementing job retention measures for employees with disabilities; and providing workshops for female employees. We are also maintaining our efforts in training and making optimum HR allocation globally.
The Fujifilm Group implements the following measures to develop individuals who can survive global business competition: (1) Reinforcing employees’ global business capabilities including language skills; (2) Providing opportunities for overseas working experience and systematic job appointments for skill development; and (3) Developing talented local employees in overseas subsidiaries and proactively appointing such employees. We identified major positions in overseas subsidiaries (Global Executive Positions) and provided the Regional Leadership Program to train successors for each region. In addition, we are reinforcing our human resource portfolio to expand business globally by accepting overseas subsidiary employees and foreign students in Japanese offices, as well as increasing the number of foreign national employees.
Further, we are providing future executive training programs based on carrier stage to develop core employees responsible for corporate management in the future.
To enable employees who have various values to continue to perform well, we are expanding our flexible work styles, such as work-at-home system and more accessible paid holidays, so that our employees can continue working while experiencing major life events, such as childcare and nursing care. We are also raising awareness of work-life balance by providing a range of related seminars. We are particularly focusing on women empowerment in the office through multidimensional support, along with OJT and OFF-JT to develop human resources to play core roles. In order to increase the percentage of women in executive and managerial positions, Fujifilm has been offering a number of support programs, including the Re- Employment Program, the Work-at-Home System, and the Paid Leave by the Hour System from the viewpoint of skill application of diverse employees as a part of our Work Style Innovation activities, which we started in 2014. Fujifilm’s other women empowerment programs include the career design training program for women employees, the job returning support program after childcare leave, and a work balance support seminar, etc. In addition to similar programs to those of Fujifilm, FUJIFILM Business Innovation also implements a range of measures under their action plan based on the Act of Promotion of Women’s Participation and Advancement in the Workplace. In November 2022 we established the Diversity, Equity & Inclusion (DE&I) Promotion Group*1 within the Human Resources Division. Based on the concept of “recognizing and supporting each other’s diverse +STORY,” we are taking measures to promote the advancement of women, help employees balance work and childcare/nursing care, and encourage male employees to participate in childcare. In these ways, we are working to transform our culture to ensure that efficient work styles produce good outcomes.
As a part of diversity enhancement, we are promoting the employment of people with disabilities under the medium to long-term targets. In FY2022, the rate within the entire Fujifilm Group reached 2.45% as a result of reinforcement of inter-group collaborations based on the group-wide calculation method under FUJIFILM Holdings. We aim to create workplaces where everyone are motivated regardless of their disabilities.
- *1 Reorganized to Diversity, Equity & Inclusion Promotion Office as of October 1, 2023.
Percentage of international employees*2 in major positions*3 in the Fujifilm Group
FY2030 target: 35%, FY2022 results: 27.8%
To promote competent employees capable of leading our business activities in their respective fields, we specified key management posts at the Fujifilm Group and defined them as either Global Executive Position or Regional Executive Position. For each position, candidates are selected regardless of nationality for organized, systematic development.
In the Global Leadership Seminar for those in Global Executive Positions, participants from around the world gather at the Fujifilm Group Head Office to refine their perspectives as executive position candidates and strengthen their capabilities for the setting of agenda on a global basis.
- *2 International employees: Non-Japanese
We continue to promote talents who can lead our businesses in different markets regardless of their nationalities. - *3 Major positions: Presidents of major subsidiaries, General Managers of major businesses, and several other senior positions
Taking our Group globally, we reviewed our key senior positions. In addition to the existing major positions in our Group companies, we include key senior positions in our businesses and headquarters that are becoming increasingly important when looking toward the future.
As of March 31, 2023
| FY2020 | FY2021 | FY2022 | FY2030 Target | |
|---|---|---|---|---|
| Fujifilm Group | 27.1% | 27.7% | 27.8% | 35% |
Percentage of women in managerial positions in the Fujifilm Group
FY2030 target: 25%, FY2022 results: 16.5%
Percentage of women in managerial positions in the Fujifilm Group Japan
FY2030 target: 15%, FY2022 results: 6.9%
We aim to promote talented female employees to managerial positions across the Fujifilm Group, and at the same time, we plan to enhance hiring of a greater number of female future-manager candidates.
In Japan, FUJIFLM Corporation and FUJIFILM Business Innovation individually formulated a five-year action plan covering FY2021-2025 for promoting women’s advancement in response to The Act on Promotion of Women's Participation and Advancement in the Workplace. Both plans have been made public.
The percentage of female managers is between 10 and 14% in the manufacturing industry in Japan. We have set steadily achievable targets based on our past records.
| FY2020 | FY2021 | FY2022 | FY2030 target | |
|---|---|---|---|---|
| Fujifilm Group*4 | 15.4% | 16.1% | 16.5% | 25.0% |
| Fujifilm Group Japan | 5.8% | 6.4% | 6.9% | 15.0% |
*4 Based on the definition by each overseas subsidiary
The Fujifilm Group is promoting talented women to managerial positions and providing assistance to women in career development and various forms of support necessary for respective stages of life such as maternity care and childcare.
To support their job and childcare, we provide a session for those who have recently returned from childcare leave and their managers. External instructors explain the keys to balancing work and childcare, the importance of support from colleagues and managers, and organize a panel discussion between employees and their managers. In this way, we are helping employees come back to work smoothly and continue to follow their careers. We have also set up three-monthly meetings for employees on childcare so that they can talk and share their feelings and any problems relating to balancing work and childcare.
Percentage of employees with disabilities according to the group-wide calculation under FUJIFILM
Holdings
FY2030 target: Higher than the legally-specified percentage (2.35%), FY2022 results: 2.45%
Since fiscal 2016, the Fujifilm Group Japan’s percentage of employees with disabilities remains higher than the legally-specified percentage. We will continue to maintain this figure in the future.
In order to create inclusive workplace for all employees including members with disabilities, we continue our collaboration with external agencies such as the Vocational Training Center for the Disabled. Together with those experts, we have identified jobs for physically challenged employees and supported their retention. Further, we have set up new workplaces to help people with intellectual or mental disabilities gain opportunities to actively participate in working.
As of March 31, 2023
| FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | FY2030 Target | |
|---|---|---|---|---|---|---|
| Fujifilm Group Japan | 2.32% | 2.42% | 2.48% | 2.47% | 2.45% | 2.35% |
*5 We disclose the actual percentage determined by the group-wide calculation method under FUJIFILM Holdings.
Job retention rate three years after returning from childcare leave
FY2030 target : 100% (Fujifilm Group Japan), FY2022 results: 89.4% (FUJIFILM Corporation)
Job retention rate three years after returning from nursing care leave.
FY2030 target : 100% (Fujifilm Group Japan), FY2022 results : 100% (FUJIFILM Corporation)
Onleave caring for children (right)
Since fiscal 2020, we have expanded the scope of this metric to cover the entire Fujifilm Group in Japan.
We are raising awareness about various systems for balancing between work and childcare, including usage of accumulated expired paid leave among employees, particularly so that male employees can be actively involved in childcare. As for nursing care, we increased the types of support available through our nursing care consultation service in addition to holding a specialist seminar to prevent employees from leaving their jobs due to nursing care. In fiscal 2022, we enhanced the home working system and work-life balance support system so that diverse employees can proactively work with motivation, balancing their work and private situations. From April 2023, we started Work Style Innovation with DX. Not limited to those currently facing major life events, all employees in the Group are encouraged to accelerate their work style innovation. While promoting digital transformation (DX)—such as utilization of the M365 communication tool and the shift to paperless—in day-to-day work, we aim to reduce the total working hours and generate business results through encouraging diverse employees to work in lively and creative ways in less hours. We continue to create a better working environment by introducing new measures to respond to the changing times.
| Total | Male | Female | |
|---|---|---|---|
| Returning rate from childcare leave*6 | 98.4% (62/63) | 100% (25/25) | 97.4% (37/38) |
| Returning rate from nursing care leave*6 | 100% (4/4) | 100% (1/1) | 100% (3/3) |
| Retention rate after 3 years from reinstatement (childcare)*7 | 89.4% (42/47) | 100% (16/16) | 83.9% (26/31) |
| Retention rate after 3 years from reinstatement (nursing care)*8 | 100% (1/1) | N/A | 100% (1/1) |
| Total | Male | Female | |
|---|---|---|---|
| Returning rate from childcare leave*6 | 95.6% (87/91) | 98.4% (63/64) | 88.9% (24/27) |
| Returning rate from nursing care leave*6 | 100% (9/9) | 100% (7/7) | 100% (2/2) |
| Retention rate after 3 years from reinstatement (childcare)*7 | 70.3% (78/111) | 63.8% (30/47) | 75.0% (48/64) |
| Retention rate after 3 years from reinstatement (nursing care)*8 | 100% (1/1) | 100% (1/1) | N/A |
- *6 Returning rate = Number of returned employees whose expiration date of the leave arrived in FY2022 / Number of all employees whose expiration date of the leave arrived in FY2022
- *7 Retention rate after 3 years from reinstatement (childcare ＝ Number of employees as of the end of the current fiscal year among those who reinstated in the second preceding fiscal year / Number of employees reinstated after the leave in the second preceding fiscal year
- *8 Based on the same method as *7
The Fujifilm Group is improving office facilities toward creating a better work environment. In Tokyo Midtown, where the head offices of FUJIFILM Holdings, Fujifilm, and FUJIFILM Business Innovation are located, a part of the canteen and cafeteria were transformed into three work spaces to promote Communication, Action, Reading, and Planning in 2018. Besides that, one space is allocated as a free-address office for some divisions, the others are shared spaces equipped with high tables and stools for rapid communications, booth seats, and telephone boxes allowing employees to work with remote partners without worrying about their surroundings. This is an example of our attempts to realize new ways of working. Since 2019, we have been refurbishing the central area of each floor to create characteristics specific to that floor and offer a free space that employees can use according to their purposes. We believe that employees can adopt more efficient and creative manners of working by offering them an environment where employees can choose the place to work according to their purpose. We plan to expand this attempt to other offices assessing the results from the current design.