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Personnel and Labor: Fuji Xerox

 

Note: The article on this page is taken from Sustainability Report 2018.

Employment

Composition of the Fuji Xerox workforce

As of March 31, 2018
Total Male Female
Regular employees
8,334
Executive officer (*) 18 18 0
General employees 5,864 4,723 1,141
Managerial personnel 2,363 2,212 151
Senior expert 89 60 29
Non-regular employees
779
Temporary employees 248
Part-timers 3
Employees re-employed after retirement 593
Rate of female manager personnel
(Target)
14% by the end of FY2020

* Executive officer = All executive officer – Directors

Status of regular employees

As of March 31, 2018
Total Male Female
Average age 46.0 46.9 41.3
Average length of employment (years) 20.6 21.3 17.0
Average number of dependents 1.19 - -
Average annual salary (*1) 9 million yen - -
Utilization of paid leave (*2) 65.9% - -
Turnover rate (*3) 2.7% 2.6% 3.3%
Returning rate from childcare leave (*4) 97.1% 100% 96.4%
Retention rate after 3 years from reinstatement (childcare) (*5) 92.4% 100.0% 91.2%
Retention rate after 3 years from reinstatement (nursing care) (*6) 25.0% 50.0% 0.0%

*1 Average annual salary is calculated for the period from January 1, 2017 to December 31, 2017.

*2 Data on utilization of paid leave is calculated based on data for the period from January 1, 2017 to December 31, 2017.

*3 Turnover rate =

Attrition + Retirement + New start for senior employees program
Number of employees in Fuji Xerox at the end of preceding fiscal year (non-consolidated) + number of assigned employees
Calculation methods for turnover rate by gender
Male turnover rate
=
Male turnover
Number of male employees
Female turnover rate =
Female turnover
Number of female employees

*4 Returning rate from childcare leave is calculated with the expiration date falls on April 1, 2017 to March 31, 2018.

*5 Retention rate after 3 years from reinstatement =

Number of employees as of the end of the current fiscal year among those returning to work after childcare leave in the second preceding fiscal year
Number of employees reinstated after childcare leave in the second preceding fiscal year

*6 Using the same methods as *5

Recruitment

Total Male Female
New graduate recruitment (*1) Technical positions 102 39 16
Administrative positions 23 24
Mid-career recruitment (*2) 31 23 8

*1 As the number of new graduates recruited for the fiscal year is confirmed at the beginning of April, 2018.

*2 Number of mid-career recruitment represents those from April 2017 to March 2018.

Employment of persons with disabilities

FY2013 FY2014 FY2015 FY2016 FY2017 Target
2.07% 2.06% 2.09% 2.22% 2.18% More than 2.0%
(throughout the year)

* Data up to March 31, 2018.

Re-employment

FY2013 FY2014 FY2015 FY2016 FY2017
524 506 554 554 173

* As of March 31, 2018.

Number of employees taking a leave of absence

FY2013 FY2014 FY2015 FY2016 FY2017
Leave of absence for nursing care Total 4 3 4 4 5
Male 1 1 2 2 2
Female 3 2 2 2 3
Leave of absence for childcare Total 46 56 60 84 69
Male 8 9 10 11 14
Female 38 47 50 73 55
Leave of absence for volunteer work Total 0 3 0 0 1
Male 0 2 0 0 1
Female 0 1 0 0 0

* Number of regular employees (including contracted employees) who began a leave of absence during the relevant fiscal year (April 1, 2017 1 to March 31, 2018).

* Number of employees who used the social service program.

Number of employees taking a care leave (number of days) (*1)

FY2013 FY2014 FY2015 FY2016 FY2017
Nursing care leave (*2) Total 26 26 44 59 84
Male 16 17 27 40 64
Female 10 9 17 19 20
Childcare leave (*3) Total 284 298 314 373 386
Male 97 86 147 206 213 (*5)
Female 187 212 167 167 173
Volunteer work leave (*4) Total 15
(54)
18
(47)
20
(62)
11
(36)
7
(22)
Male 11 12 16 8 5
Female 4 6 4 3 2

*1 Number of regular employees who began a leave during the relevant fiscal year (from April 1, 2017 to March 31, 2018).

*2 Number of employees taking leave of nursing care leave under the “accumulated paid leave (nursing care for family members),” “nursing care for family members” and “oneday nursing care leave” programs

*3 Number of employees taking childcare leave under the “accumulated paid leave (child healthcare)” and “child medical care” programs

As a program equivalent to childcare leave, special leave (of 5 days at most) is granted for care of the eldest child at the time of birth of the second child.

*4 Volunteer work leave shows the number of employees who took &ldqup;accumulated paid leave (volunteer activity)&rdqup; and the number of days spent for such activities. Total number of days is shown in parenthesis.

*5 Including 53 taking a special leave when their wives’ gave birth on and after the second child

System for a good work-life balance

All those systems provide for generous leave beyond that required by law.

Giving birth and childcare
  • Maternity leave (paid)
  • Leave of absence for childcare program
  • Program for rehiring former employees who left the company for reasons such as spouse’s transfer or childcare
  • Accumulated paid leave for healthcare of employees' family(*1)
  • Shortened working hours in pregnant and for childcare (from pregnancy to third grade of elementary school)
  • Limited off-hours work for childcare (until sixth grade of elementary school)
  • Limited late-night work for childcare (until six grade of elementary school)
  • Special leave for supporting the wife during her childbirth period (first child's birth: 2 days; second child's birth and thereafter: 5 days)
  • Leave of absence for birth support (one year leave system for fertility treatment)
Nursing care
  • Leave of absence for caring for a family member (maximum 2 years)
  • Limited off-hours work for caring for a family member
  • Limited late-night work for caring for a family member
  • One-day nursing care leave
  • Accumulated paid leave (*1) for caring for a family member
Other
  • Flextime
  • Homeworking system
  • Continuous service award special vacation; “refresh vacation”
  • Social service system (leave of absence program for employees participating in socially beneficial activities)
  • Accumulated paid leave (*1) for volunteer activities
  • Leave of absence for education
  • Leave of absence for senior theme (support for senior employees' second career)
  • Flexible work schedules (support for senior employees' second career)
  • Double job program (*2) (support for senior employees' second career)
  • A program for transfer and a leave of absence due to accompanying a spouse's transfer

*1 Accumulated paid leave: A system enabling employees to accumulate unused leave up to 60 days. Accumulated leave may be used for healthcare, childcare, nursing care, and volunteer activities.

*2 Double job program: This is not double duties by order, rather it is program, they are allowed engage in both their current work and work in another division through a system that matches the needs of divisions wanting to utilize senior workers' skills and experience with the will of senior workers who wish to use their special skills or to take on new challenges.

Fuji Xerox's human resources development

[Image]Fuji Xerox’s human resources development

Labor

Work accident rate and work accident severity

Industry average in parenthesis (*3)
FY2013 FY2014 FY2015 FY2016 FY2017 Target
Work accident rate (*1) 0.11
(0.18)
0.00
(0.16)
0.20
(0.11)
0.00
(0.18)
0.37
(0.38)
0
Work accident severity (*2) 0.00
(0.00)
0.00
(0.00)
0.00
(0.00)
0.00
(0.00)
0.01
(0.01)
0
*1 Work accident rate =
Number of employees involved in work accidents
× 1,000,000
Gross number of hours worked
*2 Work accident severity =
Number of workdays lost
×1,000
Gross number of hours worked

*3 Source for industry average: FY2017 Survey on Industrial Accidents, Ministry of Health, Labour and Welfare

Number of fatal work accidents

FY2015 FY2016 FY2017 Target
Employees 0 0 0 0
Contracted employees 0 0 0 0

Occupational Health and Safety Committee

The Occupational Health and Safety Committee convenes with same number of labor and management representatives, in compliance with laws and regulations.

Composition of labor union membership

As of March 31, 2018
Union members Proportion of union membership Average age of union members
5,822 70.8% 43.2

* Based on the number of full-time worker excluding executive directors (8,227)

* Including managerial staff

Revisions to systems that operate based on agreements between the labor unions and the company (in the last five years)

As of March 31, 2018
FY Item
2013
  • Introduction of on-site irregular working hours support system for SEs
2014
  • Introduction of new work style (co-working hour system, homeworking system, remote working system for domestic sales)
2015
  • Revision of working conditions, work support and employee welfare with consolidation of various programs at Group companies in Japan
2016
  • Agreement between labor and management regarding the terms and conditions for applying a program to transfer and a leave of absence due to accompanying a spouse’s transfer
  • Revision of systems for childcare and nursing care due to the change of the related laws
  • Change of starting point for reckoning on yearly paid vacation according to the systems at the Group companies in Japan
2017
  • Labor-management agreement signed on the introduction of the Paid Leave by the Hour System on April 1, 2018 (February 2018)

Number of employees taking occupational health and safety training

9,928

Capacity building

As of March 31, 2018
Number of total hours Number of hours per each employee Number of total cost Number of cost per each employee
Capacity building (HRD) 95.623 thousand hours 10.9 hours 268,044,185 yen 30,676 yen

* Including executive officers and employees on temporary assignment

Note: The article on this page is taken from Sustainability Report 2018.

Related Information

Five principles for conducting fair corporate activities.

Our rules with openness, fairness and clarity as the foundation.

Enhancing the quality of life and the sustainable development of society.

Strengthening and attainment of our corporate governance to enhance our corporate value.



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