Author: admin

Fuji Xerox is undergoing the biggest change in the company’s history. After its half-century-old technology agreement with Xerox Corporation ends next year, the Tokyo-based firm plans to embark on a dynamic growth strategy and expand to new markets under the Fujifilm brand.

Fuji Xerox reached record profits in fiscal year 2018 and says it expects to post strong results in fiscal 2019. “Our employees have worked incredibly hard. I would like to share the fruit of those results with our customers,” says Kouichi Tamai, who has been President of Fuji Xerox since June 2018. Over the past two years, he has addressed management issues and established a corporate structure to generate profits through various initiatives.

Going Global With Fujifilm Brand

Fuji Xerox was established in 1962 in Tokyo as a joint venture between Rank Xerox and Fuji Photo Film, now Xerox and Fujifilm, respectively, to bring to Japan and to the Asia-Pacific the technology that revolutionized business communications—xerography, which is widely used in photocopying and printing. From the start, Fuji Xerox had the technology agreement with Xerox that provided for technology/brand licensing and sales-territory coverage. That agreement is set to expire at the end of March 2021. Pursuant to its expiry, Fuji Xerox will change its name to “Fujifilm Business Innovation,” the company announced in January.

“The first thing I want to say is that we will continue providing the same services to our customers. By improving the speed and the level of technology and product development within Fuji Xerox, we are innovating products with our own original technology. I would like all of our valued customers to be assured that there will be no change in the products and services we already offer,” Tamai says.

Ending the technology agreement with Xerox will bring three major changes for Fuji Xerox. The biggest is the expansion of its sales territories worldwide. The firm’s sales coverage is currently limited to Asia-Pacific and Oceania. But after April 2021, the restrictions will be lifted, paving the way for Fuji Xerox to pursue global expansion under a new brand.

Next, the company will be in position to move quickly to invest in new businesses as well as seek mergers and acquisitions in line with strategic goals. Fuji Xerox will also be able to provide customers with innovative new products and solutions by strengthening collaboration within the Fujifilm group. Fuji Xerox will have exclusive use of technology patents that it retains after the expiration of its agreement with Xerox.

Finally, Fuji Xerox will no longer have to pay approximately ¥10 billion (US$95.3 million) annually to Xerox for use of the Xerox brand. The money instead will be reinvested in new businesses.

Innovating Constantly

The decision to disclose the changes in January was also significant. “Sure, it will be more than a year before the company name will actually change. However, Xerox is a brand that employees have affection for and customers are extremely familiar with. So we opted to make the announcement early to take plenty of time to explain the background of our decision,” Tamai says.

The company plans to accelerate its synergies with Fujifilm group companies to further promote innovative solutions and services using technologies such as the cloud, AI and the Internet of Things.

“For example, in the area of AI, there is synergy with Fujifilm’s medical field. Combining Fujifilm’s image-processing technology with our language-processing technology will expand the possibilities of new IT solutions. We must continue to focus on building an effective and efficient development system that leverages the strengths of both companies by fusing the technologies of Fuji Xerox and Fujifilm,” Tamai says.

Expanding to Europe and America

To break into new overseas markets, including Europe and the U.S., “we will first look into manufacturing products for other brands. In other words, we’ll start as an OEM [original equipment manufacturer] supplier,” Tamai says.

He received requests from both domestic and foreign manufacturers seeking OEM supplies from Fuji Xerox after the company became a wholly owned subsidiary of FUJIFILM Holdings in 2019. “When asked why they wanted to partner with us, clients responded unanimously that in side-by-side comparisons of the world’s major multifunction printers, the best products were made by Fuji Xerox. Even in challenging environments, there hardly were paper jams or malfunctions. In the case of cyberattacks, data remains safe,” Tamai says. “Careful consideration should be given on whether to invest in fixed costs, so in highly competitive European and American markets, we will keep a close eye on the OEM situation while considering whether to launch our own brand there.”

In Asia-Pacific countries where Fuji Xerox’s sales channels already exist, the company will pursue M&As that will increase market share or accelerate the development of solutions and services. In February, Fuji Xerox acquired Australian office IT services company CSG to leverage CSG’s relationships with small and midsize businesses in Australia and New Zealand. Fuji Xerox, whose main customers are large corporations, aims to capture a broader client base through the mutually complementary business structures of the two companies.

Tamai, who holds a doctorate degree in engineering, takes a precise approach to strategy development, much like a mechanical engineer designing sophisticated machinery. His goal is to raise the company’s sales to ¥1.3 trillion (US$12.4 billion) from approximately ¥1 trillion (US$9.5 billion) by fiscal 2024. The company is also working on developing new game-changing models that will contribute to the company’s growth. Fuji Xerox is set to become a key force in driving innovation in global business.

---

“Just like with work, you have to put a lot of effort into it, but it gives me so much pleasure to see others enjoy their beautiful blossoms,” he explains.

Already one of the world’s leading food companies, Kraft Heinz is expanding its business in Southeast Asia and India to realize its long-term vision of becoming “The Best Food Company, Growing a Better World.” Kraft Heinz products have graced dining tables for more than 150 years.

Joao Leitao, Managing Director of ASEAN, India, Hong Kong and APAC Exports—the business unit established to drive expansion in the region—shares the company’s plans.

What are your goals for the region?

Our business unit was set up to achieve annual double-digit growth in Southeast Asia, India, Hong Kong and Taiwan. On top of that, we are also responsible for exporting our portfolio of authentic Asian brands to the U.S., Europe and other geographies globally.

Apart from the flagship Heinz and Kraft offerings, the company is also responsible for other market-leading brands in the region, including Lea & Perrins, A1 sauce, Australia’s Golden Circle and New Zealand’s bestselling Watties brands.

Our goal is to be the fastest-growing FMCG (fast-moving consumer goods) company in the region, and we also aspire to be the fastest-growing business unit in Kraft Heinz.

Why has Kraft Heinz decided to expand in the region?

The food Industry has been continually growing, especially in the so-called Kitchen of the World, Southeast Asia and the Indian subcontinent. These markets each have their own characteristics, so in 2019, we launched relevant products in top categories that are relevant to the local palate, such as authentic Asian sauces like Heinz Oyster Sauce in Thailand and ABC Soy Sauce in Malaysia.

What are some of your key markets in the region?

Hong Kong, Thailand and Malaysia are our current core markets, while India, the Philippines and Vietnam are the fast-growing markets in our portfolio. We have great plans for the whole region.

In Thailand, for example, the company is aiming to become a “top-of-mind brand” for Thai consumers through key products such as Heinz ketchup and Heinz Oyster, which has garnered sizable market share, with steady year-on-year growth.

What do you view as your company’s key success factor?

People are the key factor to our success. We have rigorous selection processes to identify the right owners to join us, and we invest heavily in our talent pool.

We also foster transparency and trust between the employees—and it all starts with the environment we built. We brought the entire team into the center of the office in an open environment. That way information flows easily and we ensure that we have a flat organization, which we believe is one of the key factors for us to grow further. We have a startup environment with the unique advantage of being backed by a strong brand with significant resources.

How has Kraft Heinz built diversity into the organization?

An important part of the company’s strategy is fostering diversity among its teams by ensuring a robust mix of talent from different nationalities, genders and experiences. Reflecting this commitment, we have a higher ratio of female leaders in senior management positions in our region.

We strive to create a work environment that encourages people in the organization to have respect for others and to work together regardless of their differences. We believe this unique corporate culture is the secret ingredient that can help us succeed.

www.kraftheinzcompany.com

Last December, renowned American actor Dustin Hoffman made a guest appearance at the Tenkomori Art Exhibition hosted by the Tokyo Art Foundation and cosponsored by Misuzu Corp. Before the event, Hoffman discussed his life in the arts.

By the 1990s, Dustin Hoffman was a household name following his acclaimed performances in a string of hit films, including “The Graduate” (1967), “Midnight Cowboy” (1969), “Kramer vs. Kramer” (1979) and “Tootsie” (1982). In addition to two Academy Awards for Best Actor, he has earned numerous honors as a performer, including four British Academy of Film and Television Arts, six Golden Globes and two Emmys. No one can doubt his contribution to the art of cinema.

As many Hollywood movies are made with overseas audiences in mind, premier screenings featuring the leading actors and executives are major events around the world. Although Hoffman receives countless invitations, he rarely attends events outside his home country.

Naturally, there’s a reason. When he first decided to become an actor, he vowed to dedicate all of his time to his art and his family, and at the age of 82, he continues to live by this philosophy.

“I want to be with my family when I’m filming. If I am shooting in Japan, I’d want them to stay here for a few months with me, but unfortunately that kind of opportunity is hard to come by,” he says.

As an actor who follows strict routines to improve his performances, Hoffman values time with his family above all else. Why, then, did he decide to squeeze a few days into his extremely busy schedule for his third visit to Japan at the end of the year?

“Japan is one of my favorite countries,” Hoffman explains. “I’m very impressed by Japanese courtesy and the culture of respect for others. When I was studying drama in my 20s, there were two actors I admired: One was Marlon Brando, and the other was Toshiro Mifune [the star of several films directed by legendary Japanese filmmaker Akira Kurosawa]. I’ve seen a lot of Kurosawa films and I’m always impressed by his way of directing.

“My reason for coming to Japan this time is to meet someone who’s been called ‘a modern-day Renaissance man,’ a businessman who sings Italian opera and is renowned as an artist,” he says.

The person Hoffman wanted to meet is Haruhisa Handa, President of Misuzu Corp., which runs Handa Watch World. The actor says he strongly empathizes with Handa’s dedication to social contribution.

The True Meaning of Charity

“In recent years, terrorist attacks have become more common all over the world. Natural disasters caused by climate change have increased, killing many. We hear about all of this on the news, but once things calm down, we forget. Some of the survivors of these tragedies have been seriously injured and need help. Haruhisa Handa understands that it takes time to come to terms with these events. He has set up hospitals in conflict zones to care for those in distress and supports the injured through sports-related activities. It’s amazing,” Hoffman says.

Handa is the Chairperson of the International Sports Promotion Society (ISPS), which supports a variety of sporting activities worldwide. One of the most famous ISPS events is the PGA “Pro-Amateur” golf tournament, which gives blind and disabled golfers the opportunity to play with top golfers.

Hoffman has supported similar charity work and describes establishing a camp for children with cancer as one of his greatest achievements.

“A long time ago, my wife’s cousin got leukemia at the age of six,” Hoffman says. “Although she was forbidden from playing outside, she longed to go to camp, but there was no camp for kids with leukemia at that time. That memory stayed with me, so I founded a campsite for children with cancer. There was a hospital nearby, and helicopters were on hand to take the children there in case of an emergency.

“Visitors were allowed, but I didn’t have the courage to go at first because I didn’t know if the children were enjoying it. I was worried that they might be sad. But when I went, it was completely different to what I’d imagined. By feeling close to death, the children probably understood the importance of living in the moment. The children were communing with nature and learning how to live. The place was full of vitality. Being with other kids in the same situation created a sense of camaraderie and they encouraged each other. It’s something I’ll never forget,” Hoffman recalls. “I realized that I was stupid to doubt the strength of those kids. They’re much smarter and stronger than me.”

Inhabiting a Character

Hoffman is a method actor who believes that actors must fully inhabit the experiences and emotions of a character to play the part effectively. For his role as Raymond Babbitt in the 1988 film “Rain Man,” Hoffman spent two years getting to know people with autism. He used insights gained through observations and interviews with one individual in particular—a man with savant syndrome—to develop Raymond’s character.

“An actor has to condense a life of 10, 20 or 50 years into the span of two hours. It’s never easy. Sometimes it takes more than a year to learn a part, and every film is a big challenge. Once I am given the role, I research every angle about the character to understand how his personality developed from birth. I have to understand the character’s thoughts and motivations for his behaviors,” he says.

In all endeavors, Hoffman never fails to get to the heart of the matter. He concludes the interview with a few words of wisdom: “No one is perfect. Everybody has their strengths and weaknesses. But accepting yourself is no easy task. At least in my case, even though I want to be a great person, I’m still struggling to become my ideal self. It’s the effort that counts, and I’ll keep trying for the rest of my life.”

Contact information:
Misuzu Corporation
81-3-3247-5585
www.misuzu.com

Since the second industrial revolution, the world has been dependent on the oil and gas industry to power economic growth. In the past decade, climate change concerns have accelerated the push for cleaner and sustainable energy solutions in a bid to reduce dependence on fossil fuel.

For PETRONAS, industry disruption—on the back of increasing energy demands, resource depletion and the push for sustainable solutions—is inevitable. It’s an ongoing challenge for all energy players, including PETRONAS, says Dzafri Sham Ahmad, Vice President of Group Health, Safety, Security and Environment, PETRONAS.

“In the energy business, change is becoming even more volatile today than ever before. Disruptive forces and emerging megatrends are pushing oil and gas companies to reinvent themselves and revisit their business strategies in order to remain relevant and sustainable.

“Climate change, air-quality concerns and government-driven initiatives are also fueling the rising demand for renewables. This spurs us to be more innovative and to invest in other sources of energy such as renewables for the security and sustainability of our supply.”

Dzafri says PETRONAS has been exploring the clean energy space since 2013 as part of the company’s long-term growth strategy. Today, this means the company is adopting commercial renewable energy technologies that use solar and wind for power.

The challenge in transitioning toward a low carbon future is ensuring a sufficient and affordable supply of energy to cater to fast-growing energy demands due to population growth and rapid urbanization. Energy companies such as PETRONAS find themselves walking a fine line when it comes to energy security, affordability and sustainability.

While fossil fuels remain core to the global energy mix, PETRONAS is redefining its energy offerings by pushing for the increased use of natural gas, which it sees as complementary to renewables. Its efforts to ensure a sustainable supply of natural gas is evident in its Canadian venture; PETRONAS and four global joint venture participants reached a final investment decision last year to build a LNG export facility in Kitimat in British Columbia, Canada.

The multibillion-dollar LNG Canada project, which will initially comprise two LNG liquefaction processing units, aims to produce a total of 14 million tons per annum, with the potential to expand to four units.

PETRONAS is among the top five LNG sellers in the world with positions in Australia, Egypt and Sarawak. The company is also a significant supplier to Japan, Korea, Taiwan and China, and it recently expanded its customer positions in Thailand and India. Investing in Canada provides the company a long, sustainable business for the future.

As for renewable energy, the company is currently focusing on solar and wind power and has established a new division called Gas & New Energy, which is aimed at growing a substantial business in delivering clean energy solutions to customers.

In line with its strategies in new energy, PETRONAS in April acquired Amplus Energy Solutions Pte Ltd (Amplus Solar), which is headquartered in India, to expand its renewables portfolio to include rooftop solar, ground-mounted solar and other distributed energy solutions such as storage.

In Malaysia, PETRONAS is collaborating with Universiti Teknologi MARA to jointly develop the On-Campus Energy Optimization and Solar Rooftop projects. The company plans to be a significant contributor to the Malaysian government’s renewable energy target of 6 GW by 2025.

“We are exploring new ideas and technologies that go beyond oil and gas as we witness the emergence of new disruptive business models, products and ideas. For PETRONAS, we view technology as a differentiator—the key to unlocking new opportunities and driving growth for our business,” says Dzafri.

Making Sustainability a Key Strategy

PETRONAS has been on its sustainability journey for nearly two decades now, says Dzafri, “but looking at future trends and rising expectations, we realize that we cannot afford to continue managing sustainability the same way anymore.”

Sustainability at PETRONAS today is driven by a clear agenda for a more effective orchestration of programs to immerse it into every aspect of the company’s business strategy and work processes, he adds.

When it comes to community development, he says PETRONAS is consistent in upholding its responsibility in providing sustainable value to enrich the lives of people in the areas it operates in, focusing on three pillars: education, community wellbeing and development, and the environment. With the launch of Yayasan PETRONAS, the company’s philanthropic arm, in March, PETRONAS continues to extend its four-decade involvement with communities and the environment in a more strategic manner and direction.

In education, it supports several initiatives in areas where the firm operates. In Malaysia, PETRONAS has been sponsoring more than 36,000 students to pursue tertiary studies in Malaysia and abroad, investing more than US$790,000 to date. In South Sudan, PETRONAS has sponsored 80 South Sudanese students since the year 2000 to continue their studies, of which 23 attended Universiti Teknologi PETRONAS in Malaysia, investing US$4 million in the program so far. Efforts are also in place to train South Sudanese geologists, operators and technicians.

“Through these initiatives, we are helping them to become experts and leaders, so that they can one day rebuild what was lost during war,” says Dzafri.

He points out that the education initiatives are geared toward creating access to education and providing the infrastructure to support these programs. In East Malaysia, the company has built hostels for children living in remote areas of Sabah and Sarawak so they can live near their schools. Halfway around the world, in Iraq, PETRONAS has over the past decade established several long-term educational projects, including refurbishing schools in Al-Rifa’I a district located in the south of Baghdad to support 900 students.

Its community projects include creating access to clean water to rural communities, such as the villages around Pitas and Kota Marudu in Sabah where clean water is supplied thanks to the gravity-fed, water system project.

In South Sudan, PETRONAS’s Water for Life initiative provides portable water supply through wells and boreholes—delivering access to clean water to more than 40,000 local communities—with the first phase completed in 2018. Using a solarpowered motorized system, the company built six water wells in five locations, producing 162,000 liters with 72 public taps. This initiative is in collaboration with a local nongovernmental organization, Nile Hope, and the Ministry of Petroleum.

The company’s flagship environmental project is the conservation of a 27,599-hectare virgin rainforest in the Imbak Canyon Conservation Area in Sabah. To promote environmental conservation and research in biodiversity, the company constructed the Imbak Canyon Studies Centre, a state-of-the-art facility. PETRONAS has also been actively promoting the conservation of mangrove areas in Malaysia, particularly in the state of Terengganu.

www.petronas.com