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  • Stock Price

Human Resources Development and its exchange

 

Training people to strengthen the overall ability of the Group

Various efforts centering on reforming corporate awareness and culture, and increasing personnel exchanges are being made by the Fujifilm Group to realize its management plan.

Note: The article on this page is taken from Sustainability Report 2011.

Training and communication programs for various organizational levels and departments

A variety of measures were taken in FY2010 to create synergy between Fujifilm(FF) and Fuji Xerox(FX). Understanding the businesses of both FF and FX activities such as a camp for reformist leaders and a seminar on synergy were held. Furthermore, activities for personnel training and communication were held at various organizational levels and departments that included an event for technical exchange and a research seminar on design.

Extended personnel training and communication programs

The camp for reformist leaders (part Ⅱ) and the seminar on synergy (for young employees)

In 2010, the camp for reformist leaders (part Ⅱ, 175 participants) was held mainly for General Manager from Fujifilm and Fuji Xerox. It was a place for the participants to have in-depth discussions on approaches to be taken in tackling importance common issues for the Fujifilm Group and on obstacles to realizing reforms. It also allowed participants to contemplate, based on the discussions, reform issues that each participant should work to resolve. A total of eight reporting sessions were held for top management.

In addition, the seminar on synergy between Fujifilm and Fuji Xerox, which was designed for mid-level managers (leaders) and had been held throughout 2009, was expanded. Also, a new seminar was held 6 times, which was intended to give 144 young leaders around the age of 30 from both companies an opportunity to create synergy for the Fujifilm Group and to improve their mindset.

As a result of these activities, general managers, mid-level managers (leaders), and young leaders from both companies deepened their understanding of the counterpart's business. It is expected that opportunities for creating new business value and advancing technologies will arise through increased interactions between personnel.

[figure]Points and details of FUJIFILM Holdings' human resource development and exchange

VOICE

Continuing to be a socially valuable company

[Photo]Mr. Toshiya Banno Director of Strategy Booz & Company Inc.

Mr. Toshiya Banno
Director of Strategy
Booz & Company Inc.

Generally speaking, organization's activity toward its objectives forms rationality, which will creates unique culture, custom, rule and values of its own. There are cases where this rigidifies —in an unnoticeable way— the process of generating new ideas, which leads to unfavorable conditions for creating new value. It is not rare, in large companies especially, that members become parts, and that such companies become introversive and cannot provide value to society. In other words, it becomes difficult for them to become a social asset.

Against this backdrop, it seems that the Fujifilm Group has a unique business and culture, and is actively trying to create a new culture and new value with its large, vibrant Group companies inspiring one another at both the employee and organizational level. It is expected that, besides its activities at these levels, the Group will strive to resolve social issues with its new operations and thus produce results that realize its corporate principle, namely, enhancing people's quality of life.

Note: The article on this page is taken from Sustainability Report 2011.


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