Message from the GM of Human Resources Division

The Fujifilm Group has undertaken bold business transformations, driving innovation and sustained growth. Behind these achievements are our employees, who continually embrace challenges without fear of change. As we accelerate investment in growth areas such as Healthcare and Electronics, we need people with diverse expertise and experience to realize their potential and translate these investments into business growth and enhanced corporate value.

To put our Group Purpose, “Giving our world more smiles,” into practice, we are advancing a human resources strategy aligned with our long-term CSR plan, Sustainable Value Plan 2030 (SVP2030), which sets targets for fiscal 2030, and our medium-term management plan, VISION2030.

Our human resources strategy has three pillars: (1) optimizing our human resources portfolio to support our four business segments, (2) fostering an environment where employees from diverse backgrounds can work with a strong sense of motivation, and (3) recruiting diverse talent. These pillars are underpinned by our long-standing “open, fair and clear” corporate culture. By strengthening human resources development, health management, diversity and organizational development, we aim to preserve and further develop this corporate culture to drive further growth.

As the Fujifilm Group has pursued business transformation since the 2000s, our employees have also expanded into a much wider range of roles and fields. Our ability to develop people who can contribute across business and organizational boundaries is a key strength underpinning the Group’s transformative capability. To transform our workforce, we focus on two approaches: (1) broadening employees’ experience across different roles, businesses and technical fields, and (2) broadening their experience while deepening their expertise. By gaining a wider range of experience, employees add depth to our talent pool and strengthen our organization’s transformative capability.

At the Fujifilm Group, we have defined core competencies to guide the development of employees capable of driving transformation and creating new value. To strengthen these competencies, we emphasize broadening employees’ experience through practical work. Employees expand their perspectives through experience across roles, businesses and technical fields, while also mastering the fundamental approaches to thinking and working shared across all business areas and roles. Through repeated cycles of “practice” and “learning,” they build their core competencies and develop the ability to recognize change as an opportunity and respond flexibly. The depth of our talent pool is a key strength driving the Fujifilm Group’s sustained growth and business transformation.

Our management cycle, See-Think-Plan-Do (STPD), plays a key role in transforming our businesses and workforce. It involves examining the facts carefully, thinking deeply to get to the heart of the matter, clearly defining the issues to address, and following through on specific measures. We are embedding this approach as a common way of working across all businesses and functions.

STPD is a cycle of action essential for navigating times of rapid change or venturing into uncharted territory, and is fundamental to how we operate. As we pursue transformation, employees often encounter situations where established rules of thumb no longer apply. In such situations, STPD helps them develop the ability to define the issues that truly need to be addressed, rather than simply respond to immediate problems. Most importantly, employees must always understand the broader purpose behind the tasks they undertake. To this end, they repeatedly work through the “See-Think” process, examining in depth and clarifying the context, the underlying purpose, and the role their own work plays. They then move swiftly through “Plan-Do” and feed the results into the next “See” stage. By working rapidly through this cycle, employees develop a proactive approach to addressing issues.

At the Fujifilm Group, we provide STPD training to a wide range of employees, including new hires and employees of diverse nationalities. Whether employees put this approach into practice is also a criterion for advancement in grade and promotion. Through steady, thorough practice, each employee builds a stronger foundation for their work.

When working through the STPD cycle, we emphasize tackling issues that tend to be avoided or overlooked head-on, rather than simply starting with those that seem easy to address. By questioning conventional wisdom and established assumptions and examining issues from multiple perspectives, employees develop the habit of thinking critically to identify the underlying issues that need to be addressed.

At the Fujifilm Group, within our open, fair and clear culture, we describe each employee’s journey-accumulating experiences, expressing individuality and values, and giving meaning to those experiences-as their “story.” Regardless of nationality, gender or age, employees are encouraged to recognize and learn from one another’s stories. As these stories intersect and enrich one another, they become a driving force for innovation.

As a measure to help employees view change as an opportunity for growth and proactively shape their own stories with aspiration within the Fujifilm Group, we have introduced the self-development assistance program +STORY.

+STORY includes the +STORY Dialogue, where employees reflect on their experiences over the past year, gain new insights and learning through conversations with their supervisors, and cultivate their aspirations. The +STORY Academy, which supports and encourages independent learning, offers more than 34,000 diverse learning programs, ranging from specialized areas such as business skills and MBA essentials to practical skills including languages and technical expertise. In addition, initiatives such as the internal online live event +STORY LIVE, where diverse employees share their experiences and learning, offer multifaceted support for employee growth.

We are also rolling out +STORY and locally developed initiatives overseas. Each region is introducing +STORY Dialogue based on Japan’s +STORY Dialogue. In Europe, the second +STORY Dialogue, scheduled for October 2026, will bring Group companies together under a shared framework, giving employees opportunities to reflect on their experiences and aspirations and deepen their connection with the Group Purpose. In 2025, we also launched a pilot of Mentorboost, a program that connects employees across Fujifilm Group companies, functions, roles, generations and countries in Europe. The program matches employees who share their experience and knowledge to support others’ growth as “mentors” with those seeking to learn and grow as “mentees,” fostering learning and growth beyond organizational and regional boundaries. Fifty mentoring pairs were formed across Europe, giving participants opportunities to gain new perspectives and experiences and expand their networks beyond the scope of their daily work.

Reflections from a mentor in Europe’s Mentorboost program

FUJIFILM Europe GmbH Sucursal España
Managing Director Iberia
Pedro Mesquita

Reflections from a mentee in Europe’s Mentorboost program

FUJIFILM Imaging Products & Solutions BV
Marketeer
Maite de Lorenzo

Fujifilm Philippines also held +STORY LIVE, an internal livestream event where employees share their experiences and what they have learned, in collaboration with Group companies in Japan. The event created opportunities for learning and interaction across regions.

Our unique approach to human resources development, which helps employees find meaning in their experiences and build on them to grow further, resonates with employees even in overseas markets where people change jobs more frequently. We will continue to expand these initiatives globally while focusing on creating an environment in which employees across the Group can thrive.

The Fujifilm Group has generated numerous innovations and created new value by combining the technological capabilities it has cultivated with the strengths of each employee. Behind these achievements are our employees’ individual aspirations. We believe that this diversity of aspirations is the source of innovation. By nurturing their aspirations with our Group Purpose, “Giving our world more smiles,” as their starting point, sharing them with colleagues and putting them into action, employees create new value.

As one such initiative, we launched the Group Purpose Ambassador Program in fiscal 2025. Group Purpose Ambassadors draw on their deep understanding of the Group Purpose to lead initiatives that embody it across organizations in Japan and overseas. They organize and run activities such as Group Purpose sharing sessions to deepen employees’ understanding of and connection with the Group Purpose and help them put it into practice in their daily work.

Through these initiatives, we foster a corporate culture in which people from diverse backgrounds pursue their aspirations and take the initiative to keep embracing challenges. This culture underpins the Fujifilm Group’s sustained growth and business transformation.

Human resources staff from regional headquarters and businesses in the Americas, Europe, Asia-Pacific and other regions gather for regular global HR meetings

Creating an environment where employees from diverse backgrounds respect one another, confidently apply their abilities, and continue to embrace challenges is another key initiative toward putting into practice our Group Purpose, “Giving our world more smiles.”

Guided by the belief that “the growth of the Fujifilm Group goes hand in hand with the smiles of our employees and their families,” we create a supportive work environment, establish policies, and provide ongoing support to enable each employee to keep shaping their own story while balancing work with various life events.

In Japan, we encourage male employees to take an active role in childcare through our childcare leave system and the Good Parental Leave program, which grants 20 days of special paid leave upon the birth of a child. These initiatives also help reduce the childcare burden on female employees. We also hold Family Days at Group companies and sites, inviting employees’ families to the workplace to deepen their understanding of the company and employees’ work. As we anticipate more employees balancing work with family caregiving, we are expanding support options, such as caregiving leave and shorter working hours, and offering caregiving consultation services and seminars.

Efforts to create vibrant workplaces are also under way around the world. FUJIFILM Business Innovation Asia Pacific in Singapore holds events that bring together employees of different nationalities to deepen mutual understanding. In addition, several subsidiaries in the Asia-Pacific region provide e-learning to help employees understand why recognizing one another’s diverse stories matters and how this connects to the Group Purpose.

To help each employee take ownership of the Purpose and translate it into action, we foster an environment where employees recognize one another’s diverse stories through Diverse Stories, cultivate aspirations through +STORY, and put the STPD cycle into practice. Together, these efforts drive innovation, help solve social issues, and bring us closer to fulfilling our Purpose.

We have a system in place to develop leadership capabilities and select key talent. Next-generation leaders are selected from employees in their 30s and participate in training programs that provide the foundational knowledge for work, including MBA-level content. Next-generation management leaders are selected from managers in their 40s and undergo intensive liberal arts programs designed to cultivate broad perspectives and historical understanding. In the final stage, personnel selected from the general manager level attend a training program called Management School. This program systematically develops key talent while giving them challenging assignments to further enrich the talent pool.

Globally, we are strengthening the development of key talent who can operate across business boundaries, combining technical expertise across domains with the ability to connect people with technologies and with each other. Promoting this development is positioned as one of our key management priorities.

Maintaining and improving employee health is also a key priority in our human resources strategy. To fulfill our Group Purpose, we are working across the Group to create an environment in which each employee can stay motivated at work while maintaining good physical and mental health.

We have identified five priority areas: lifestyle-related diseases, cancer, smoking, mental health and long working hours. To help employees establish healthy habits, we encourage them to practice the “Seven Healthy Behaviors in the Fujifilm Group.” We monitor participation annually, and the data show that employees who practice more of these behaviors have higher levels of work performance and engagement.

At FUJIFILM Mediterrace Yokohama, the Fujifilm Group Health Insurance Association’s health screening center that opened in 2022 for Group employees, we provide health examinations using our latest medical devices and AI-enabled medical IT systems. In fiscal 2026, we introduced optional pancreatic cancer screening as part of comprehensive medical checkups to improve early detection of this difficult-to-treat cancer.

Through these initiatives, we are not only maintaining and improving employee health but also enhancing productivity and job satisfaction. These efforts have earned strong external recognition, including selection as a KENKO Investment for Health Stock for six consecutive years and recognition as a White 500 company under the Certified Health & Productivity Management Outstanding Organizations Recognition Program for 10 consecutive years.

Results of responses from 43,893 Fujifilm Group employees in Japan (March 2026)

Understanding employees’ sense of fulfillment at work and continuously improving engagement are key priorities in our human resources strategy. The Fujifilm Group conducts an engagement survey of all employees in Japan and overseas to gauge their connection with the Group Purpose, their willingness to take the initiative in contributing to goals, and their sense of connection with the company. In fiscal 2025, the proportion of favorable responses was 82% for the “sustainable engagement score” and 93% for the question on understanding the Group Purpose. As in the previous year, the consulting firm that helped conduct the survey rated these results highly relative to other companies in Japan and overseas. The results have indicated a healthy organization for four consecutive years since the survey began.

A deeper analysis of each survey category has revealed that engagement is strongly correlated with employees’ trust in the Company as one that listens to their voices and incorporates their opinions.

Based on these results, Fujifilm Group companies and divisions in Japan and overseas share their respective survey results with employees and use interviews and dialogue sessions to analyze issues and identify opportunities for improvement. Each organization then develops concrete action plans to drive continuous improvement. Initiatives range from introducing “thank-you cards” that enable employees to express appreciation for one another regardless of department or position to improving productivity by digitizing business processes.

Our goal is not simply to raise engagement scores. We believe that creating an environment where employees feel safe to express their opinions and take the initiative to embrace challenges strengthens our organization and fosters innovation. We will continue to use the engagement survey cycle to drive ongoing improvement through dialogue with employees, strengthening our organizational capabilities and enhancing corporate value over the long term.

Back To Top