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Personnel and Labor: FUJIFILM Corporation

 

Note: The article on this page is taken from Sustainability Report 2017.

Employment

Composition of the Fujifilm workforce

As of March 31, 2017
Total Male Female
Executive officer (*) 10 10 0
Regular employees
4,948
General employees 3,626 2,839 787
Managerial personnel 1,152 1,114 38
Senior expert 170 170 0
Non-regular employees
205
Temporary employees 104
Part-timers 16
Employees re-employed after retirement 34
Other
(Contract employees, etc.)
51
Rate of female manager personnel (Target) 6% by the end of FY2020

* Executive officer = All executive officer – Directors

Status of regular employees

As of March 31, 2017
Total Male Female
Average age 42.3 42.6 40.7
Average length of employment (years) 17.8 17.7 18.2
Average number of dependents 1.09 - -
Average annual salary (*1) 8.8 million yen - -
Utilization of paid leave (*2) 71.4% - -
Turnover rate (*3) 2.2% 2.3% 1.8%
Returning rate from childcare leave (*4) 98.0% 100% 97.8%
Retention rate after 3 years from reinstatement (*5) 78.6% 0% 80.5%

*1 Average annual salary is calculated for the period from January 1, 2016 to December 31, 2016.

*2 Data on utilization of paid leave is calculated based on data for the period from October 1, 2015 to September 30, 2016.

*3 Turnover rate =

Attrition + Retirement + Voluntary + New start for senior employees program
Annual average number of employees at FUJIFILM Corporation (non-consolidated)

*4 Returning rate from childcare leave is calculated with the expiration date falls on April 1, 2016 to March 31, 2017.

*5 Retention rate after 3 years from reinstatement =

Number of employees as of the end of FY2016 among those returning to work after childcare leave in FY2014
Number of employees reinstated after childcare leave in FY2014

Recruitment

Total Male Female
New graduate recruitment (*1) 88 Technical positions 39 5
Administrative positions 31 11
Factory recruitment 0 2
Mid-career recruitment (*2) 31 27 4

*1 As the number of new graduates recruited for the fiscal year is confirmed at the beginning of April, 2017.

*2 Number of mid-career recruitment represents those from April 2016 to March 2017.

Employment of persons with disabilities

Target FY2016 FY2015 FY2014 FY2013 FY2012
2.30% 2.24% 2.10% 2.12% 2.01% 1.96%

* Data up to April 30, 2017.

Re-employment

FY2016 FY2015 FY2014 FY2013 FY2012
37 19 13 10 29

* Employees re-employed after retirement during the relevant fiscal year (April 1 to March 31).

Number of employees taking a leave of absence

FY2016 FY2015 FY2014 FY2013 FY2012
Leave of absence for nursing care Total 4 2 3 5 2
Male 2 0 1 1 2
Female 2 2 2 4 0
Leave of absence for childcare Total 49 53 43 42 52
Male 3 5 1 1 5
Female 46 48 42 41 47
Leave of absence for volunteer work Total 0 0 0 0 0
Male 0 0 0 0 0
Female 0 0 0 0 0

* Number of employees who began a leave of absence during the relevant fiscal year.

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

Total number of days is shown in parenthesis.
FY2016 FY2015 FY2014 FY2013 FY2012
Nursing care leave Total 26
(130.5)
15 13 16 13
Male 15
(103)
10 9 9 6
Female 11
(27.5)
5 4 7 7
Childcare leave Total 16
(161.5)
7 6 9 2
Male 8
(117.5)
5 4 6 0
Female 8
(44)
2 2 3 2
Child medical care Total 73
(262)
59 48 108 71
Male 31
(105.5)
16 9 27 11
Female 42
(156.5)
43 39 81 60
Volunteer work leave Total 0 1
(1)
0 0 1
(-)
Male 0 1
(1)
0 0 1
(-)
Female 0 0 0 0 0

* Number of employees who began a leave during the relevant fiscal year.

System for a good work-life balance

  • In response to the 2010 amendment to Child Care and Family Care Leave Law, programs for supporting a balance between work and childcare or family care have been improved, and programs that more than satisfy legal requirements are now in place, such as the improved child medical care leave program and the newly introduced family care leave program.
  • Stock leave is a system enabling employees to accumulate unused leave time up to 60 days. Accumulated leave days may be used for treatment needed for personal health problems, rehabilitation, childcare, nursing care, and volunteer activities.
Giving birth and childcare
  • Systems catering for pre- and post-birth requirements
  • Leave of absence for childcare
  • Use of stock leave for childcare
  • Systems for employment while raising children
  • Three-person interview at the time of returning to work from childcare leave
  • Child medical care leave program (1 relevant child: 6 days per year; 2 or more children: 11 days per year)
  • Reduced work hour program (child in the third grade or lower)
  • Use of stock leave for fertility treatment
  • Leave of absence for fertility treatment
  • Exemption from restrictions on non-scheduled hours worked and from work on holidays
  • Reinstatement to same workplace after leave of absence for childcare
Nursing care
  • Leave of absence for nursing care program
  • Nursing care leave program (1 care recipient: 12 days per year; 2 or more care recipients: 24 days per year)
  • Use of stock leave for nursing care
  • Systems for employment while caring for a family member
  • Expansion of nursing care counseling office
Other
  • Leave of absence for volunteer work, Using of stock leave for volunteer work
  • Use of stock leave for self-development
  • Active Life Leave
  • Flextime
  • Discretionary labor system
  • Leaving the office on time (2 days per week)
  • Re-employment Program
  • Female Mentor Program
  • Home Working System
  • Paid Leave by the Hour System

Labor

Work accident rate and work accident severity

Industry average in parenthesis (*3)
Target FY2016 FY2015 FY2014 FY2013 FY2012
Work accident rate (*1) 0 0.00
(0.37)
0.20
(0.24)
0.00
(0.40)
0.11
(0.20)
0.09
(0.43)
Work accident severity (*2) 0 0.00
(0.01)
0.00
(0.00)
0.00
(0.13)
0.00
(0.01)
0.01
(0.12)
*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: FY2016 Survey on Industrial Accidents, Ministry of Health, Labour and Welfare

Number of fatal work accidents

Target FY2016 FY2015 FY2014
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, 2017
Union members Proportion of union membership (*) Average age of union members
3,484 70.41% 39.9

* Rate against regular employees including managerial personnels and senior experts

Revisions to systems operating in accordance with agreements between the labor union and the company (in the last five years)

As of March 31, 2017
FY Item
2016
  • Revision of travel expense rules and company house management regulations
  • Revision of collective labor agreement and wage rules due to establishing a new branch
  • Revision of collective labor agreement, written agreement and work regulations regarding childcare and nursing care
2015
  • Revision of work regulations, wage rules, retirement allowance regulations and overseas travel regulations
  • Wider range of job assignment destinations within the Fujifilm Group in Japan
  • Introduction of Home Working System
  • Introduction of Paid Leave by the Hour System
2014
  • Extension of the period of nursing care leave
  • Flexible application for the flextime (for pregnant, childcare, and nursing care)
  • Expansion of the domestic affiliates for secondment
  • Revision of work regulations, wage rules and other labor-related regulations
2013
  • Revision of work regulations, wage rules and other labor-related regulations
2012
  • Revision of travel expenses
  • Revision of employees systems
  • Revision of overseas working conditions
  • Revision of re-employment after retirement

Capacity building

As of March 31, 2017
Number of total hours Number of hours per each employee Number of total cost Number of cost per each employee
Capacity building (HRD) 24,728
hours
11.3 hours 130.57
million yen
59,404 yen

Note: The article on this page is taken from Sustainability Report 2017.

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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