An organization with high competence

Fingerprints is an advanced value-added company whose success depends on its employees’ competence, ambition, attitude and willingness to work as a team.


Fingerprints’ culture is characterize by entrepreneurship and innovation, motivated and solution-oriented employees and an open environment.

A value-driven organization

In order to maintain and strengthen its already strong corporate culture, which is characterized by a flat decision-making hierarchy and strong innovativeness, the company has adopted four core values:

  • Smart
  • Brave
  • Open
  • United

The core values have been formulated with the help of employees in a workshop format. The values must guide corporate decisions and permeate the entire business. They are included in training programs and in the introductory program for new employees.

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Fingerprints has a matrix organization with three Business Lines, supported by five operational units – Research and Development, Production & Quality, Strategy & Business Development, Marketing & Communication and Finance & Administration


Fingerprints continues to be a growing company that strives
to be an attractive employer and looks for the right employees using a global recruitment base.
The company can offer a workplace where employees has the opportunity to develop and offer technologies that will
make people’s lives easier. Fingerprints has a non-hierarchical corporate culture that offers diversity and the chance to make
a difference.


The company has specialists in biometrics, electronics, mate- rials science, programming, production technology, marketing and sales. The educational level is high, with a high percentage of engineers. A large percentage of the employees working in development hold PhDs in engineering. In addition to technical knowledge, the company’s employees have considerable experi-
ence from industries such as telecommunications, banking, card industry, point-of-sale systems and transaction market.


Fingerprints’ diverse organization is close to the market with a wide international distribution of employees and partners
in Sweden, Denmark, Japan, the Netherlands, South Korea, China, Taiwan, India and the US.


Fingerprints’ success also depends on being close to its cus- tomers, linguistically and culturally. The number of employees working on customer projects and customizing biometric systems to end customers’ specifications was thus increased in Asia and the US in 2016.
Fingerprints has established subsidiaries in Shanghai in China, Seoul in South Korea, Taipei in Taiwan and San José in California in the US. In addition to focusing on customer projects, the local companies also have sales and marketing departments.


All new employees participate in an introduction program held at the headquarters in Gothenburg, regardless of the employ- ee’s place of residence. The program consists of one universal part and one part that is customized depending on function. This introduction has been greatly appreciated by employees and enables a faster phase-in, as well as building up a network that allows employees to participate fully in each function and promote cooperation.


Every employee works with his or her manager to evaluate the past year and develop a competence development plan for the year to come. The development of competence, for individuals and customer project teams, is intimately connected with product development. Through many years of R&D work, Fingerprints and its employees have acquired specialized knowledge in the company’s defined core areas – biometrics, electronics and production processes. This high level of specialist expertise creates a natural environment for a learning organization.
In addition, the company develops the competence of its workforce through participation in international conferences and meetings, as well as supplementary external training programs.


Fingerprints primarily ensures its supply of leaders internally, and continually offers individual leadership programs for new managers, designed to develop mature and confident leaders. An external leadership coach offers support during the eight- month program. The program also includes group meetings across organizational boundaries to exchange experiences and build network.


An initial employee satisfaction survey was conducted in 2016 using Netsurvey’s survey methodology. The results were the basis for establishing employee-related targets.
The results of the employee satisfaction Engagement Index were 77, compared to the benchmark of 72 (for all of the Nordic countries using Netsurvey). The results for employees’ willingness to recommend their workplace to friends and acquaintances, or ENPS (Employee Net Promoter Score), was
43, compared to the benchmark of 7. This is a score where
Fingerprints clearly stands out.
The result is used as a reference point in the company’s objective to at least maintain or increase the employee satis- faction in the next survey in 2017.


Fingerprints has initiated cooperation with academic institu- tions in many areas: several mater thesis are conducted at Fingerprints every year and the company also participates in different career days at technical universities.


Fingerprints continued to strengthen its workforce during 2016 in respect to both employment and insourcing of consultants during various periods. At year-end, the company had 306 (150) employees. At the end of 2016, the company also had
132 consultants (104). In total, the company had 438 (254) employees by the end of the year.


The largest increase in headcount has been in R&D, in order to stay at the cutting edge while managing multiple development projects and product launches. The number of employees active in R&D increased during the year, amounting to 241 (140) at year-end. Fingerprints currently conducts develop- ment in four locations: Gothenburg, Linköping, Malmö and Copenhagen.

At year-end, there were 53 managers in the company. During the year, the total share of women in the company was 20%. The company’s objective is for women to make up 25 percent of all employees, on every level, by 2020.