Film cameras
Kodak 1950s retirement and benefits Reference guide
Reference guide for Kodak 1950s retirement and benefits. 90 pages in English. Read the original PDF, download or print a copy without registration.
90 pagesEnglish10.2 MB PDF
Loading your manual…Open PDF directly
Document details
- Brand
- Kodak
- Model / document
- Kodak 1950s retirement and benefits
- Document type
- Reference guide
- Language
- English
- Pages
- 90
- File size
- 10.2 MB
- Category
- Film cameras
- Document date
- Not specified in catalog
Search available document text
Find a term, then jump to its page in the original PDF. Image-only pages may not be searchable; check the PDF for exact wording and diagrams.
Page 3 · Read text
George Eostmon-founder of the Eostmon Kodok Compony. The orgon-
izotion which beors his nome owes much to his vision ond couroge.
Mr. Eosfmon's high regord for, ond deep inleresl in, the men ond women
of the Compony led to the estoblishmenl of vorious plons, designed to
provide o lorge meosure of individuol security. These plons ore described
in this booklet.
,t L.View original page 3Page 4 · Read text
www.butkus.us
For Kodak Men
and Women
EASTMAN KODAK COMPANY
ROCHESTER 4, N.Y.View original page 4Page 7 · Read text
WELCOMEA WORD OF
goodAr KooeK, we've always done our best to make
cameras and films and other products. Over the years,
Kodak people, working together, have done such an excellent
job thai Kodak products have become popular all over the
world. The Company has grown steadily to meet the needs
of millions of customers. As a result, Kodak is a fairly
large company today.
as It might sometimes be thought that, in a company
large as ours, the individual and his job are relatively un-
important. I really believe that just the opposite is true.
Here, our individual efforts tie in with the efforts of a great
many others..We have to depend more on one another.
After all, it is the sum of our individual efforts that makes
the Company go.
I emphasize this point because it explains why Kodak r
recognizes and values your individual efforts and does its
best to provide you with the conditions and opportunities
which may help you to work to the best advantage of both
yourself and the Company.
Kodak wants you to have a steady job at a fair rate of pay.
It encourages long service in many ways. A great many
Kodak people have been with the Company for a quarter
of a century and longer.
Kodak also tries to keep open opportunities for such up-
grading and promotion as your efforts and abilities may
entitle you to receive.View original page 7Page 8 · Read text
www.butkus.us
Through the payment of Wage Dividends, Kodak recog-
nizes the part you play in the Company's success. You are
paid in cash for workable ideas submitted through the
Suggestion System.
Kodak has established various Plans to give you a large
measure of financial security in times of sickness, disability,
and retirement. The Company helps you to give your
family security through a Life Insurance Plan. Annual
vacations with pay are provided. You'll find the full story
of all these Plans in this booklet.
Another thing we all hope to get from our jobs is a square
deal. Kodak believes in fair play. As Mr. Lovejoy, late
president of Kodak, once wrote, "By a square deal, we
mean this: We expect that all those in the Company's
employ who exercise supervision over the work of others
shall endeavor at all times to treat those under their direc-
tion as they themselves, under the same circumstances,
would rightfully expect to be treated if the positions were
reversed."
If, at any time, you believe that you are not getting a
square deal, we want you to call attention to the matter.
I hope you are going to enjoy your work and associations
at Kodak, and I want to give you my heartiest good wishes
for your success.
Sincerely
PresidentView original page 8Page 10 · Read text
www.butkus.us Seventy years ago, our grandparents had never seen a snap- shot. There weren't any movies. There wasn't any x-ray film. In fact, there wasn't any kind of photographic film or any of the easy-to-use cameras and equipment we find in the stores nowadays. All that has been changed, of course, and largely because a young bookkeeper in the Rochester Savings Bank took up photography as a hobby, back in 1.877. The young man was George Eastman. In those days, picture-taking equipment was so bulky that a cart or wagon was needed to move it from place to place. Taking a picture required a long period of prepara- tion and a great deal of painstaking work. Young Eastman decided to see what he could do to simplify photography and to produce better materials than were available at that time. He first developed a dry plate which was superior to any other produced in this country or abroad. In 1880, Eastman formed a Company to make these dry plates, and that tiny firm of three or four people, located over a store,on State Street in Rochester, was the beginning of the Eastman organization. During its first years, the growing Company introduced Yeors ogo, toking pictures with o comero wos on involved qnd difficult under- loking. Now, millions of people "shoot" lheir piclures with little effort qnd excellent resuhs. Kodok hos led the woy in moking photogrophy simpleView original page 10
Page 11 · Read text
paper-base film, the Kodak, and transparent film' Thoma! Edison used this early Eastman film to complete his in- vention of the motion picture. With the introduction of the Kodak and roll film, Eastman made photography so simple that millions of people all over the world began to take pictures. Since 1880, Kodak has led in the development of photog- raphy in all its branches. Easily operated' Kodaks and Brownies, fast and dependable films, excellent lenses and other optical equipment, brilliant color processes, and other Kodak products have consistently set the standard for all the world. When war threatened in 1940, Kodak started converting to war production-just as it did in World War I. In a very short time, the Company's Rochester plants were engaged almost entirely in essential war production' Kodak people did such a good job on the "home front" that the Army and (cE))Navy repeatedly granted the' coveted production award to the Company. Today, the Company's three Rochester plants and Kodak Office are the center of an organization which has long been the world's largest manufacturer of photographic goods. The chief products of these plants are: Kooar Penr WoRrs, Lake Avenue-Photographic films, papers, and chemicals. Cnuene WoRrs, 400 Plymouth Avenue-Kodaks, Cin6- Kodaks, Brownies, Kodascopes) and other photographic equipment and accessories. Hewr Eve, Wonxs, 1447 St. Paul Street-Lenses, light filters, special optical equipment, Recordaks, and photo- graphic accessories. Kooer Ornrcr, 343 State Street-The general offices of the Company are located here. Eastman Kodak Company has sales and distribution outlets and a chain of Cin6-Kodak Film Processing Stations BView original page 11
Page 12 · Read text
www.butkus.us
in this and many foreign countries. There are several Kodak
manufacturing plants in bther parts of the United States
and abroad which help to supply the world-wide demand
for Kodak products.
The largest plant outside Rochester is in Kingsport,
Tennessee. Here, the Tennessee Eastman Corporation
produces cellulose acetate for safety film base; acetate rayon
yarns and acetate staple fibres; Tenite, a widely used plastic
material; and a wide variety of chemicals.
Other Kodak plants manufacturing photographic goods
are located in Harrow, England; Toronto, Canada; and in
continental Europe, and Australia. A photographic gelatine
plant is located in Peabody, Massacliusetts, while a factory
in Chicago makes albums and picture mounts.
Under Kodak leadership, photography has become of
increasing benefit to mankind. Through the motion picture
and amateur photography, it brings pleasure and entertain-
ment to millions. Professional photographers make life-like
studio portraits of the family. News and commercial pho-
tography illustrates our daily papers and magazines.
Through x-ray and clinical photography, the health of people
everywhere is protected. In various ways, photography
speeds the production and safeguards the quality of indus-
trial products. It offers an accurate method for keeping
business records. Photography lends a helping hand to the
scientist in his laboratory and to the astronomer in his study
of the universe. With the development of full-color processes,
the value and enjoyment of photography has been increased
in all these fields. Truly, the Kodak organization and all
Kodak men and women are "serving human progress
through photography."
IView original page 12Page 13 · Read text
CO DE OT INDUSTRIAL RELATIONS
TIte Jotlowing policies and principles gouerning tlte
relationship betu.teen the Companlt and its emploltees
comprise the Code oJ Industrial Relations of the
Eas'tman Kodak Companl.
basis of fair- I. WAGES Wage rates are established on the
ness to the individual for the work he is doing.
It is the Company's intention:
1. To maintain uniform wage standards which
will insure equitable wage payments through-
Digitally signed by mike butkus
cn=mike butkus,mike DN:
o=orphancameras, ou=29, out all divisions of the Company and, con-
email=mike@butkus.org, c=US Date: 2018.06.20 08:18:03 -04'00' sistent with this,butkus
2. To pay wages equal to or above those gen-
erally prevailing in the community for simi-
lar work performed under comparable con-
ditions and requiring like responsibility, expe-
rience. effort. and skill.
Constant attention is required, and is being
given, to developing and maintaining this
policy.
2. HOURS OF The normal working hours are eight hours per
WORK day and forty hours per week. These hours are
paid for at the individual's regular wage rate.
Time worked in excess of eight hours per day
or forty hours per week is paid for at the over-
time rate of one and a half times the individual's
10View original page 13Page 15 · Read text
:K
M
,rffi@
4. vAcAiloNs ffi Annual vacations with pay, to provide a period
those wrTH PAY of rest and relaxation, are allowed all
iffi hired on a regular full-time basis. Subject to the
rules of eligibility, those who have completed
one year of continuous service receive two weeks
of vacation which, after five years of continuous
service, is increased to two and a fraction weeks.
Three weeks of vacation may be taken after
fifteen years of continuous service.
5. WAGE For many years, Kodak people have received an
DIVIDEND annual lump-sum payment in addition to their
wages, which is called the Wage Dividend. The
Wage Dividend is not taken into account by the
Company in establishing wage rates. It is paid
in recognition of the contribution made by the
loyal, steady, and effective efforts of Kodak
people to the Company's success. Payment of
the Wage Dividend in any year is dependent
upon the dividends declared on the Company's
common stock and upon special action by the
directors.
6. RETIREMENT The Company assists Kodak men and women
ANNUITIES, in providing for themselves and for their families . against old age, disability, and death. For this IIFE
purpose, a program of payments, based upon INSURANCE, length of service and amount of earnings, has
AND BENEFITS been established through a group contract be-
FOR TOTAT tween the Company and the Metropolitan Life
AND Insurance Company. While sharing the cost of
PERMANENT the life insurance with those who are insured,
the Company pays the full cost of the retirement DISABITITY
annuities. It also pays the full cost of disability
benefits after the individual has had 15 years of
12View original page 15Page 16 · Read text
www.butkus.us
service, having shared the cost of these benefits
with him up to that point.
Under an established plan. Kodak people absent :i; 7. SICKNESS
on account of illness are paid definite allow- ALTOWANCE
ances based on their length of service and their
earnings. ffi,Wffi
The Company can not emphasize too strongly $lt 8. rnerDoM oF
DISCUSSIONits desire that all Kodak people shall feel free to ff,.!:!::,
seek information or advice from the manage- & wlrn
ment on any matter which is troultling them, or # MANAGEMENTto call attention to any condition rvhich may
appear to them to be operating to their dis- ffiadvantage. No individual need hesitate to do
this, and his standing with the Company will
not thereby be prejudiced in any way. He will mul ffi.
find his foreman or supervisor or the plant em- ffi Fffi:ployment department ready to talk over auy of
these matters and to give any assistance they @:::
can. The Company believes that most difficulties
will be satisfactorily adjusted between the indi-
vidual and the foreman or supervisor; but, if for
any reason a person is not satisfied with such
adjustment, he or she is and should feel com-
jifrilpletely at liberty to bring the matter to the t:
attention of anyone in the management.
A definite and formal procedure for getting &|w!
ffiiassistance in handling personal problems and
complaints is available to anyone who may wish ffito use it.
ffi
The continual development and introduction of 9. IMPROVEMENT!
new and improved methods and processes are IN METHODS
necessary to the successful conduct of the busi- ffi:. o*o PRocESsEs
jli:: I3
ffii.
. mli
@View original page 16Page 19 · Read text
I8. APPRENTICE A systematic plan of apprentice training is in
TRAINING operation. It gives opportunity for the training
.i of Young men in various trades.
sugges-I9. SUGGESTION The Company welcomes constructive
SYSTEM tions from Kodak people on all matters in con-
nection with the business. All suggestions are
impartially considered and cash awards are
made for original ideas adopted and put into
operation
20. EMPLOYEE Since the success of any company depends very
CO-OPERATION largely on the ability fairly to satisfy the interests
of customers, employees, and stockholders, and
' since this responsibility can be met only with the
wholehearted co-operation of all the employees,
- the management anticipates such co-operation
on the part of everyone in the organization.
,iii:1:
Tfu foregoing statement oJ principles will remain in
iiii efect unless changes are considered necessary because oJ :::ljl
conditions :i general 9conomic conditions or because of
pertaining particularly to the industryt. JVo such change
:,: will be made except after due consideration oJ the
f the., --,- mutual aduantages, benefts, and responsibilities of
Comparyt and its employees. In some cases) application
of these fiineip!2may be afected b7 gouernment reg-
ulations.
White it is the Company's desire to extend
the provisions outlined in this booklet equally
to Kodak people everywhere, local condi-
tions require some variations. Consequently,
this booklet has been prepared to describe
these provisions as they apply to Kodak
people employed in Rochester.
16View original page 19Page 20 · Read text
www.butkus.us
'it"{-#UiItr
The amount of monev in
each weekly pry check is an
important matter to every
one of us. At Kodak, the size
of vour pav checks will de-
pend on a number of things
your regular wage rate,-onon the number of hours you work, on the amount and kind
of work you do, and on special payments and allowances
for work done at specified times.
Let's take a few minutes to see how the amount of your
pav checks will be determined.
Woge Rqtes
Kodak has alwavs followed the policy of paying wages
equal to or better than those generally prevailing in the
community for similar work requiring like responsil;ility,
skill, and experience. Kodak also tries to maintain uniform
wage standards so that a certain type of .rvork in one plant
will be paid fairly in relation to the payment for similar
work in another plant. There is continual checking to see
that these policies are carried out.
All jobs are carefulh' studiccl with relation to one another
to make sure that each jolt is fairlv paid for on the basis of
thc skill, responsibility, and effort required and the working
conditions involved.
For every job in the Company, there is a guaranteed
17View original page 20Page 22 · Read text
www.butkus.us
C
minimum rate of payment. An individual may earn more
than this minimum on any job, depending on his skill and
accomplishment on the job. In addition, as other opportu-
nities develop, he may progress to higher rated work'
Normol Working Hours
The normal working hours of Kodak people are B hours
in a day and 40 hours in a week. For these hours, you will
be paid your regularly hourly rate. If your rate were $1'20
an hour and you worked five B-hour days, making a total of
40 hours for the week, you would be paid $1.20 times 40 or
a total of $48 for the week.
Overlime Poy
when Kodak people work more than their normal working
hours, they are paid at the rate of time-and-a-half. In other
rvords, t hour of overtime work is considered as 7/2 hows
when figuring your PaY.
Suppose, for example, that you worked 10 hours in one
d,ay at an hourly rate of $1.20. That means you worked 2
hours of overtime. Those two hours would be computed as
3 hours, .that is, 2 hours times 1)1. So for that dav, you
would be paid 8 hours times $1.20 plus 3 hours times $1.20,
making a total of $13.20 for the day.
Depending on when you worked, overtime is sometimes
more when figured by the day and sometimes it's more
when figured by the week. For example, you might work
four 9-hour days and one 4-hour day which would make
only 40 hours for the week but still rvould add up to 4 hours
of overtime when figured by the day. on the other hand, if
you worked six 8-hour days, you wouldn't have any over-
time when figured by the day, ltut you would have 8 hours
KODAK OFFICE-The generol odministrotive deporlments of the Compony ore
locoled in the l9-story building ond odioining offices or 343 Stote Sireet. Soles,
odvertising, occounling, plonhing, ond olher octivities ore centered here
I9View original page 22Page 23 · Read text
of overtime when figured by the week. your overtime is
paid by the day or by the rveek, whichever gives you more.
Work on Sundoys
If you work on Sundays at any time, you will be paid at trte
rate oJ double-time for all hours worked on sunday. In other
words, t hour of sunday work is considered as 2 hours when
figuring your pay.
Suppose, for example, that your regular rate is $1.20 an
hour and that you workcd B hours on a Sunday. Irigured at
the rate of double-time, those 8 hours are considered as 16
hours, and you would be paid 16 hours times $1.20 or a
total of $19.20 for the day.
- when this double-time rate is paid, the hours workecr on
Sunday aren't included in fig'ring overtime payments for
another day or for the week.
Work on Holidoys
Kodak observes six holidays during the year-New year's
Duy, Memorial Day, Fourth of July, Labor Duy, Thanks-
giving, and Christmas. When you work on any of these
holidays, you are paid at the rate of double-time, just as in the
case of work on Sundays.
Holidoy Allowonces
In addition to being paid at the rate of double-time for
hours worked on holidays, you also get a holiday alowance
equal to your regular rate for the time you would normally
be scheduled to work on the day the holiday falrs. These
holiday allowances are paid to all Kodak people, whether
they work on the holiday or not, just as long as the indi-
vidual has worked sometime during the week in which the
holiday falls and it is a scheduled rvork day. lf a holiday
occurs during your vacation, you receive a holiday allow-
ance even though you don't work during the week in which
the holiday falls.
20View original page 23Page 24 · Read text
www.butkus.us
When a holiday falls on Sunday, it is always observeci on
Monday, and Monday is treated as the holiday instead of
Sunday. Most Kodak people aren't scheduled for work on
Saturdays and whenever this is the case no holiday allow-
ance is paid when a holiday falls on Saturday.
If your regular rate were $1.20 an hour and your normal
working schedule for the day on which a holiday is observed
were B hours, you would receive a holiday allowance of
$9.60 ($t.ZO x 8). Furthermore, the time for which the
holiday allowance is paid would be included in the calcula-
tion of your overtime payments for the week.
5hift Allowonces
Some Kodak operations keep going day and night. Where
this is done, Kodak people work on three shifts. The
regular hours for these shifts are from B A.M. to 4 P.M. for
the "A" shift; 4 P.M. to 1,2 midnight for the "B" shift; and
12 midnight to 8 A.M. for the "C" shift. Special shifts vary-
ing from these hours take the classification of the standard
shift in which the majority of its hours fall.
If you work on the "B" or "C" shifts, you will get a'
special "shift allowance" in addition to your regular rate.
These allowances amount to 10c an hour fop work on the
"B" shift and 20c an hour for work on the "C" shift. Thus,
if you worked 40 hours in a week on the "C" shift, you
would receive a total shift allowance of $8 in addition to
your regular earnings for the week. t
Shift allowances are added to your regular earnings
after your wages have been figured. But if you work over-
time, shift allowances are included in determining your
earned rate per hour for overtime pay. This is also true in
determining your earned rate for work on Sundays and
holidays. So shift allowances actually amount to 15c an
hour for overtime work on the "B" shift, 30c an hour for
overtime work on the "C" shift, 20c an hour for holiday
2IView original page 24Page 26 · Read text
www.butkus.us
and Sunday work on the "B" shift, and 40c an hour for
holiday and Sunday work on the "C" shift.
Speciot Woge Poyments on the Weekly Poyroll
Some people at Kodak are paid a weekly rate instead of an
hourly rate. When these people are eligible for any of the
special payments discussed above, their weekly rates are
reduced to hourly rates for the purpose of figuring such pay-
ments. For exarnple, if a person is paid $48 a week for a
40-hour working schedulc, his hourly rate is considered to
be $1 .20 (48 divided by a0). His overtime payments would
be figured on the basis of this hourly rate, and so would any
other special payments due him.
Eligibility for Speciol Woge Poymenls
All Kodak people are eligible for the special wage pav-
rnents discussed on pages 79, 20,21, with the exception of
those in certain staff and supervisory positions.
Your Poy Check
You can see from what has been said above that there are
quite a few special wage payments and allowances which
help to make your pay checks bigger than normal. This
means, of course, that the size of your pay checks won't
usually be the same week in and week out. If you have any
questions about the amount of any of your pay checks, your
supervisor will be glad to answer them for you'
Your pay checks will be of a special typc, known as pay-
roll orders, and you'll find they are easy to cash. Any bank
rvill cash them for you and there are quite a few other
establishments in Rochester whicli will, too.
Eoch Rochesler plonl ond Kodok Office hos o well-sloffed, fully equipped
Medicol Deportment. There, illnesses ond iniuries suffered on the iob ore given
prompl treotment. Be sure lo reod (po ge 66) o bout the vorious services ovoilo ble
23View original page 26Page 27 · Read text
You will receive a pay check each week for the work you did during the previous week. Your supervisor will tell you which day of the week your pay checks will be delivered to you. Deductions from Your Poy Check The Company makes such deductions from your pay check as you voluntarily request, as a convenience in paying your group life insurance premiums, Community Chest contribu- tions, hospital insurance, and payments to your sar.ings account rvith the Eastman Savings and Loan Association. In addition, the Company is required by law to make regular deductions for income and Social Security taxes. These deductions must be made from all pay checks, and the amount deducted is turned over directly to the Govern- ment. At the end of the year, the Company gives you a state-' ment showing ttre total of your earnings for the year and the total amount of income and Social Security taxes deducted from yorJr pay during the year. This statement is your receipt for taxes paid, and it can be presented to the Collector of Internal Revenue as such when you make out your final income tax report at the end of the year. 24View original page 27
Page 28 · Read text
www.butkus.us
dU" ffiifs'
At Kodak, it is expected that
every person, no matter what
his position may be, will treat
others the way he himself
would like to be treated.
Since every normal person
wants to be treated with
fairness and respect, it is intended that you shall be treated
justly and considerately at all times. Kodak tries in many
ways to make sure that you get a square deal.
Of course, you will realize that, in a company as large as
Kodak, there are bound to be times when it appears that
someone isn't getting a square deal. Sometimes, this may
be the result of a simple misunderstanding that needs
clearing up. Sometimes, it may be the result of an un-
favorable situation that needs correcting.
If, at any time or for any reason, you feel that you aren't
getting a square deal, Kodak wants you to call attention to
the matter right away. It has set up a number of ways by
which you may do this and get immediate action.- ka5,il Vu "-Tqlk with Your Superviso,
Kodak people have found that a frank talk with their
supervisor is generally the easiest and most effective way
of dealing with their problems. This is true because your
supervisor is responsible for seeing that you get a square
deal. FIe's generally in the best position to help you.View original page 28Page 29 · Read text
However, you rnay take your problem to any other member of management if you believe it is desirable to do so. The door is always open to you, no matter whom you wish to see. In fact, Kodak's "open door" policy is as old as the Company, and you should never hesitate to use it if you ever feel that it's to vour interest to do so. Not only are all members of management, including your supervisor, responsible for seeing that you get a square deal, but they, in turn, can take their own problems to other members of management. So your supervisor depends on the same policies and procedures for getting fair treat- ment that you do. Speciol Provisions for Hondling Problems In the Code of Industrial Relations, on page 13, you will find a sincere invitation to bring your problems to any member of management. For getting assistance in handling your problems, steps of a somewhat formal nature are also available, if you choose to use thern. Since these steps have been carefully developed to protect your interests, you may find it worth- while to review them in outline here. 1. Your fclreman or supervisor is responsible for seeing that you receive fair treatment. Take;'our problem to him. Discuss it fully and frankly. If you prefer, either before or after talking with your supervisor, you may discuss your p_roblems with: a. Your foreman's or supervisor's superior. b. A member of the department in your plant known as the Industrial Relations or Employment Departrnent (Personnel Department, if you rvork at Kodak Office). Your supervisor may suggest that you do this. It's the duty of this department to help you in every way possible, to make necessary investigations, and to see that your problems are dealt with fully and fairly. 26View original page 29
Page 30 · Read text
www.butkus.us
r*
[n those departments where they are available, the
Personnel Counselors may be able to give helpful advice on
your personal problems.
If you wish to bring another Kodak man or woman with
you in taking the above or any of the following steps in
this procedure, you may do so.
Since we work as a team, arrangements ahvays have to
be made when one of us leaves his work for any considerable
length of time. So you should ask your supervisor for the
time necessary to talk with a member of the plant Industrial
Relations Department (Personnel Department if you work
at Kodak Office) or with higher supervision. He'll give you
permission to do this, and he'll be glad to help you make
the necessary arrangements. In some cases, of course,
operating requirements will have to be taken into account
in arranging a time for leaving your work. Your supervisor
will not ask any questions about the matter you wish to
discuss with others if you haven't already talked it over
with him.
2. lf you aren't satisfied with the way your problem is
handled in Step 1, you may take it up with any member
of departmental or division management within your
plant or office. Your supervisor, or the plant Industrial
Relations Department (Personnel Department, if you work
at Kodak Office) will make arrangements for you to do
this if you ask them to.
It's always a good thing to get misunderstandings and
mistakes taken care of just as quickly as possible. Kodak
wants any problems or complaints you might have carried
through either of the above two steps within not more than
three working days. If that isn't possible, the matter will be
taken care of just as soon thereafter as possible and your
supervisor will immediately let you know how it has been
handled.
3. If you were to take the above steps and you weren't
27View original page 30From the M. Butkus archive. Original publisher and archive notices are retained.
Check the model and edition against your equipment.
PDF verified 2026-10-10.