The Fujifilm Group has consistently pursued bold transformations of its business structure, generating innovation while achieving sustainable growth. The driving force behind this is the power of employees who embrace change and take on challenges without fear. To realize the Group’s Purpose―Giving our world more smiles―we are advancing a human resources strategy aligned with our long-term CSR plan, Sustainable Value Plan 2030 (SVP2030), and our medium-term management plan, VISION2030.
The pillars of our human resources strategy are (1) optimizing the human resources portfolio to support the four business segments, (2) fostering an environment where diverse employees are highly motivated to work, and (3) recruiting diverse talent. These three pillars are underpinned by a corporate culture that is open, fair and clear.
By strengthening four key areas―i. human resources development, ii. health management, iii. promotion of diversity and iv. organizational development―we aim to pass on and evolve our corporate culture, driving further growth.
As the Fujifilm Group has pursued business transformation since the 2000s, employees have also expanded and reshaped their roles. Developing key talent whocan operate across business boundaries has become a core strength supporting our transformational capabilities. To drive human resources transformation, we focus on (1) broadening employees’ experience by rotating them across roles, businesses, and technical fields, and (2) deepening expertise while simultaneously expanding the scope of their experience. This expansion of employees’ breadth of experience strengthens the overall depth and capability of our workforce.
At the Fujifilm Group, we have defined three core competencies (shown at right) as the axis and foundation for developing employees capable of driving transformation. A key approach to fostering these competencies is broadening employees’ experience through hands-on practice. In addition, we ensure that all employees acquire the fundamental principles and ways of working that are common across all business areas and roles. By rising up through practice and learning, employees strengthen their core competencies, and it is these adaptable, capable individuals who serve as the driving force behind our business transformation.
A key element in achieving business and human resources transformation is our unique management cycle, See-Think-Plan-Do (STPD). With this approach, employees are encouraged to look carefully at the facts, think until they understand the essence of an issue, clarify the issue and then forge ahead with a concrete implementation plan. This method is applied and embedded 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 unknown areas, and it forms a core part of the Group’s approach. When driving change, employees often encounter situations where past experience and established rules no longer apply. To make decisions in unfamiliar circumstances, STPD helps cultivate the ability to understand the essence and fundamental principles of an issue, and to identify the true challenges that need to be addressed rather than simply solving the problems that have arisen. Most importantly, employees must always grasp the higher-order objectives behind their challenges. They repeatedly go through the “See-Think” process, analyzing and clarifying the background and true purpose of each issue, as well as the role of their own work. They then act flexibly in the “Plan-Do” process, linking the results to the next “See.” By rapidly cycling through the STPD process in this way, employees develop a proactive mindset and the ability to tackle challenges independently.
At the Fujifilm Group, STPD training is provided widely, from new hires to overseas employees. The practical application of this approach is also included in the evaluation criteria for promotions and career advancement. By thoroughly and consistently mastering STPD, each employee strengthens their personal foundation.
When working through the STPD cycle, employees are encouraged not to begin with easy or immediately actionable tasks, but rather to confront the issues they have been avoiding or postponing. This process emphasizes questioning conventional wisdom and assumptions, and developing a mindset that uncovers hidden challenges in order to identify the essential issues.
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.
We have introduced the self-development assistance program +STORY to help employees view change as an opportunity for growth and proactively shape their own stories with a sense of purpose.
+STORY includes the +STORY Dialogue, where employees reflect on their experiences over the past year, gain new insights through conversations with their supervisors, and cultivate their aspirations. It also offers the +STORY Academy, a platform providing more than 2,000 diverse learning opportunities to support and encourage independent learning, 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 enable diverse employees to share their experiences and learning, offering comprehensive support for their growth.
We are also expanding +STORY initiatives overseas. In collaboration with local Human Resources teams, we have begun +STORY Dialogues in regions such as Europe and Singapore, tailored to reflect local employees’ values, cultural differences and the specific circumstances of each company, while preparing for rollout in other regions. Our unique approach to human resources development―helping employees give meaning to their experiences and use them as a foundation for future growth―resonates even in overseas locations with high employee mobility. Going forward, we will continue to expand these initiatives, focusing on creating an environment in which employees across the Group can thrive.
One of the Fujifilm Group’s key initiatives to realize our Group Purpose―“Giving our world more smiles”―is creating an environment where diverse employees can work with confidence and vitality.
Guided by the belief that “the growth of the Fujifilm Group coexists with the smiles of employees and their families,” we provide systems and support that enable employees to balance work and family while enjoying and navigating various life events together. In Japan, we support male employees’ active participation in childcare through systems such as the Good Parental Leave program, which grants 20 days of special paid leave upon the birth of a child, and by enabling use of childcare leave. At the same time, these measures help reduce the burden of postpartum and childcare responsibilities for female employees. Looking ahead to a growing number of employees balancing work and caregiving responsibilities, we are expanding opportunities to improve caregiving literacy before employees face such challenges, as well as support systems tailored to individual caregiving situations.
Efforts to create a vibrant workplace are also under way around the world. At FUJIFILM Australia, we have consistently worked to improve the workplace and develop employee capabilities based on the concept of Kaizen, or continuous improvement. Following the COVID-19 pandemic, we hosted webinars supporting the mental health of employees and their families, contributing to overall well-being. As a result, FUJIFILM Australia received the “Best Places to Work” award from the national newspaper The Australian in 2024 and from the business publication Australian Financial Review in 2025. At FUJIFILM Europe in Germany, initiatives include inviting workplace psychologists to help employees learn about the importance of communication and holding lunch-talk sessions where employees can share and discuss their experiences. Across regions, Fujifilm Group companies are implementing creative measures to foster engaging, supportive workplaces.
We have a system in place to develop leadership capabilities and select key talent. Next-generation leaders are chosen 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.
For key talent at our overseas subsidiaries, our Human Resources Division manages a talent pool called Global Executive Position (GEP) and provides training programs. In addition, human resources divisions in each region advance the succession of business leaders under a system called Regional Executive Position (REP), developing leaders who drive their respective regional operations. 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.
- 拡大
- * FH: FUJIFILM Holdings Corporation, FF: FUJIFILM Corporation, FB: FUJIFILM Business Innovation Corp.
Employee health is a key focus of our human resources strategy. Within the Group, we have identified five priority areas―lifestyle-related diseases, cancer, smoking, mental health and long working hours―and encourage employees to adopt “Seven Healthy Behaviors in the Fujifilm Group” to promote healthy lifestyles. Implementation is monitored annually, and data clearly show that employees who practice a greater number of these seven behaviors demonstrate higher work performance and engagement.
In 2022, we opened the Fujifilm Group Health Insurance Association’s FUJIFILM Mediterrace Yokohama, a dedicated health screening center for Group employees. This facility leverages our latest medical devices and AI-powered healthcare IT systems to provide employees with state-of-the-art health examinations.
Thanks to these initiatives, FUJIFILM Holdings has been selected as the KENKO Investment for Health Stock for five consecutive years and recognized as an Outstanding Organizations of KENKO Investment for Health for nine consecutive years, receiving high praise for our efforts.
Results of responses from 41,997 Fujifilm Group employees in Japan (March 2025)
Enhancing employees’ sense of purpose and continuously improving engagement are key priorities in our human resources strategy. The Fujifilm Group conducts an Engagement Survey targeting all domestic and overseas employees to gauge their alignment with the Group Purpose and their willingness to proactively contribute to achieving goals. In fiscal 2024, the engagement score―the percentage of positive responses―was 81%, which our consulting partner noted is a high level compared to other companies both in Japan and abroad.
At the same time, a deeper analysis of each survey category revealed that engagement is strongly correlated with employees’ trust in the Company as one that listens to their voices and incorporates their opinions. We share these findings with Fujifilm Group companies and divisions both in Japan and overseas, and by implementing specific action plans, we aim to enhance “sustainable engagement,” which has a significant impact on business performance.
For example, each organization designs and implements initiatives that create opportunities for communication across hierarchical levels, such as lunch meetings where divisions heads engage in open dialogue with general employees. In addition, we believe that town hall meetings―held in many countries and regions, where our top management visits domestic and overseas Group companies to interact directly with employees― contribute to our high engagement scores.
Furthermore, we are gradually rolling out the +STORY Connected Workshop in Japan, where team members share and discuss their individual stories. These workshops aim to boost engagement by fostering communication and enhancing psychological safety within teams. Similar workplace meetings based on the same concept are also being held in select overseas regions.
By leveraging story-based talent development to also enhance engagement, we implement a consistent human resources strategy in which each employee approaches their work with initiative, aligns personal growth with the growth of the business and the Fujifilm Group, and takes on the challenge of driving innovation. In this way, we work to increase the corporate value of the Fujifilm Group.
