This website uses cookies. By using the site you are agreeing to our Privacy Policy.

Top of the page.
Skip the menu to main contents.
Move to main menu.
Skip to main contents.

Main menu starts here.
Skip the main menu to current location in your website.

Current location in your website.
Skip to main contents.

Stakeholder Dialogues 2009


Note: The article on this page is taken from Sustainability Report 2009.

Verifying the results of Synergy Training through stakeholder dialogue

The Fujifilm Group began conducting FF / FX Synergy Training in 2008, with the aim of fostering reform. To incorporate the results of this training in future seminars, we held a stakeholder dialogue meeting at which participants exchanged opinions.
The details of these stakeholder dialogues are disclosed within the Group via our intranet.

Frank opinions given by participants on the significance of the training program

[Photo]Looking back on the training brings a smile to the face

Looking back on the training brings a smile to the face

[Photo]Talking about post-training voluntary cooperation

Talking about post-training voluntary cooperation

The Fujifilm Group holds stakeholder dialogue meetings on various themes and regards these meetings, which provide opportunities for bidirectional communication, as an important CSR activity in the Group. One such meeting was a dialogue on the Synergy Training, which targeted middle-ranking employees in Fujifilm and Fuji Xerox. The dialogue meeting was held on June 9, 2009, with 16 employees, personnel directors, and human resources development staff from within the Fujifilm Group participating in the training. Attendants reviewed the training from their own positions and discussed measures to generate and increase synergy across the Group.

Corporate Vice President Watanabe of FUJIFILM Holdings, who attended the meeting as an observer, first outlined the purpose of the dialogue meeting and then a training manager gave an outline. Subsequently, those who had participated in the training program talked about what they had experienced and learned. Some of their comments were: “We were able to discuss specific matters, which is not practical at general cross-industrial meetings,” “I learned the importance of creating a mutual corporate culture in generating true synergy, in addition to mutual technologies and businesses,” and “Participants confirmed that it is important to share expectations, beliefs, and a sense of risk in order to generate synergy.” In addition, some described cases of voluntary cooperation that emerged after the training with comments such as, “We are holding ongoing meetings to discuss the possibilities of joint projects for technological development and production technologies,” “Head office staff at the two companies are planning an event to build stronger camaraderie among Group employees,” and “We asked members to cooperate with us, knowing that they have accumulated relevant business data.”

Continuing to implement training programs and other activities to make all Group employees aware of the importance of reform

In addition to the positive comments on the results of the training, participants at the dialogue meeting reconfirmed the importance of continuing the training program and devising measures to incorporate the 28 proposals made by the participants into the Group’s business management plans. Finally, Corporate Vice President Okamura, who was in charge of organizing the Synergy Training gave a closing speech in which he said, “The training represents a first step in making all Group employees aware of the importance of promoting reform, and I want participants in the training program to become reform leaders and communicate its importance to those around them. We will also continue to search for ways to accelerate reform.”


Participants in the dialogue meeting

  • Facilitator
    Mikiya Izuma, Principal, Fuji Xerox Learning Institute (FXLI(*1))
    *1 FXLI is mainly engaged in providing corporate groups with consultation on human resource development for organizational reform.
  • From the organizer of the meeting
    Three directors in charge of personnel affairs at FUJIFILM Holdings, Fujifilm, and Fuji Xerox and five employees in charge of human resource development at the personnel departments of FUJIFILM Holdings, Fujifilm, and Fuji Xerox
  • From the participants in the training
    Eight middle-ranking employees engaged in R&D, production technologies, sales, and staff administration at Fujifilm and Fuji Xerox


Expecting more results from the best possible complementary relationship

[Photo] Mikiya Izuma Principal Fuji Xerox Learning Institute

Mikiya Izuma
Principal Fuji Xerox Learning Institute

This dialogue meeting has convinced me that Fujifilm and Fuji Xerox are building the best possible complementary relationship based on the best mix of differences and commonalities between the two companies. I was impressed with the generosity of management, who believe that greater possibilities will emerge from synergy between the two companies and patiently encouraged middle-ranking employees in activities to generate synergy. I believe that these valuable efforts will lead to better achievements in managing the Group's business, which in turn will help it meet the needs of society.

Note: The article on this page is taken from Sustainability Report 2009.

Footer starts here.

Pages ends here.
Move to top of the page.