CSR activity report│Work Style
Develop and Utilize Diverse Human Resources (Priority Issue 2)
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.
Human Resource Development
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 FY2018, FUJIFILM Business Innovation offered a training program for women sales staff and customer engineers to help create career plans and share gender-specific issues and countermeasures in male-dominated workplaces. The company also published the Managers’ Guide to Support Employees in Childcare to enable them to appropriately handle communications, welfare, and performance appraisals for employees who are involved with pregnancy, childbirth, and childcare at each stage.
As a part of diversity enhancement, we are promoting the employment of people with disabilities under the medium to long-term targets. In FY2020, the rate within the entire Fujifilm Group reached 2.48% 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.
Promoting Talented Employees Worldwide
Percentage of international employees*1 in major positions*2 in the Fujifilm Group
FY2030 target: 35%, FY2020 results: 27%
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. The Seminar has been held six times since 2011, with a total attendance of 52 participants. One of such promotions took place in 2020 when Mr. Martin Meeson, an alumnus of 2017 class, was appointed CEO of FUJIFILM Diosynth Biotechnologies U.S.A., Inc., the Group’s contract development and manufacturing organization for biotherapeutics.
Promoting Women in Leadership
Percentage of women in managerial positions in the Fujifilm Group
FY2030 target: 25%, FY2020 results: 15.4%
Percentage of women in managerial positions in the Fujifilm Group Japan
FY2030 target: 15%, FY2020 results: 5.8%
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.
Percentage of Women in Managerial Positions
|Fujifilm Group Japan||5.4%||5.4%||5.8%||15.0%|
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.
In FY2019 again, we organized a cross-industry forum for female sales representatives jointly with four companies outside the Group to share issues and discuss corrective measures and held a workshop dedicated to female customer engineers. These are among the various programs aimed at supporting career development of our female employees whose workplaces are typically dominated by male employees. Furthermore, from July through September 2020, we held work balance support seminars four times. These seminars were attended by 52 employees in total including 27 returners from maternity or childcare leave as well as their immediate managers, to make their return to work smooth and to support career development.
In October 2019 in Tokyo and Yokohama, Japan, we organized a seminar titled “Women’s Health In the Age of 100-Year Life” designed to educate female employees, their colleagues and managers how females can maintain their physical and mental wellness while being active members of the workplace. A total of 174 men and women attended. In addition to a lecture by a female doctor, our Head of Human Resources shared her personal experiences and urged the audience to work on maintaining wellness together to enjoy working and lead enriched life.
Continuing to Exceed the Legally-Stipulated Rate of Employment of People with Disabilities
Percentage of employees with disabilities according to the group-wide calculation under FUJIFILM
FY2030 target: Higher than the legally-specified percentage (2.35%), FY2020 results: 2.48%
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.
We are providing assistive communication support for employees with auditory impairment with sign language interpreters and the use of voice recognition software. We also established a counseling office with guidance counselors for issues related to work and everyday living to create work environments where people with disabilities are able to work safely and energetically.
Besides employment concerns, we work with special needs schools and community support organizations to help people with disabilities accomplish social independence. In FY2019, we provided internships to seven trainees and organized other activities such as offering on-site venues to sell bread and snacks made by people with disabilities.
Percentage of Employment of Persons with Disabilities*3
As of April 1, 2021
|Fujifilm Group||−||2.32%||2.42%||2.48%||Higher than the legally-specified percentage (2.35%)|
|FUJIFILM Business Innovation Corp.||2.22%||2.18%|
Achieve Zero Retirement of Employees Caused by Childcare and Nursing Care
Job retention rate three years after returning from childcare leave
FY2030 target : 100% (Fujifilm Group Japan), FY2020 results: 90.5% (FUJIFILM Corporation)
Job retention rate three years after returning from nursing care leave.
FY2030 target : 100% (Fujifilm Group Japan), FY2020 results : 100% (FUJIFILM Corporation)
Since fiscal 2020, we have expanded the scope of this metric to cover the entire Fujifilm Group in Japan.
We held seminars for not only the employees returning from childcare leave but also their managers to raise awareness about ways of making their return to work problem-free. To enable a satisfactory balance between work and childcare, we also promoted childcare leave for male employees and the utilization of accumulated unused paid leave. For nursing care, we held specialist seminars to prevent employees from quitting their jobs due to nursing care and offered enhanced consultation supports for those engaged in nursing care.
We have been accelerating innovations of the work style for all of our group employees, not limited to those currently facing major life events. Our efforts include establishing new rules and revising existing operations to make working hours or holiday allocations more flexible, shifting to online meetings, shortening the time for meeting, and setting working environment for employees working from home.
Returning Rate from Childcare and Nursing Care leaves
As of March 31, 2020
|Returning rate from childcare leave*4||93.9% (46/49)||100.0% (16/16)||90.9% (30/33)|
|Returning rate from nursing care leave*4||100.0% (1/1)||N/A (0/0)||100.0% (1/1)|
|Retention rate after 3 years from reinstatement (childcare)*5||90.5% (38/42)||N/A (0/0)||90.5% (38/42)|
|Retention rate after 3 years from reinstatement (nursing care)*5||100.0% (4/4)||100.0% (2/2)||100.0% (2/2)|
FUJIFILM Business Innovation Corp.
As of March 31, 2020
|Returning rate from childcare leave*4||96.5% (111/115)||100.0% (47/47)||94.1% (64/68)|
|Returning rate from nursing care leave*4||50.0% (1/2)||50.0% (1/2)||N/A (0/0)|
|Retention rate after 3 years from reinstatement (childcare)*5||91.3% (73/80)||80.8% (21/26)||96.3% (52/54)|
|Retention rate after 3 years from reinstatement (nursing care)*6||20.0% (1/5)||N/A (0/0)||20.0% (1/5)|
Reforming the Work Environment
Providing work spaces to help productivity
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 May 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 August 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.