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.

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 FY2021, the rate within the entire Fujifilm Group reached 2.47% 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.

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.

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.

• *4 Returning rate = Number of returned employees whose expiration date of the leave arrived in FY2021 / Number of all employees whose expiration date of the leave arrived in FY2021
• *5 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
• *6 Based on the same method as *5