Our group has identified “strengthening human capital and organizational execution abilities” as a key management issue (material issues) to solve when it comes to achieving Furukawa Electric Group Vision 2030 (“Vision 2030”) and have set three basic policies aimed at the achievement of the Furukawa Electric Group Vision for Our People.

1. (1) Secure diverse personnel and support the growth of people who continually take on challenges
2. (2) Aim at becoming an enterprise group where everyone plays a leading role and feels excited to work with pride
3. (3) Nurture Furukawa Electric Group’s culture where teams accomplish things to the end

In the implementation of our management and business strategies, we will coordinate our growth vectors through dialogue so that both individuals and organizations can improve their performance, grow, solve social issues, and achieve Vision 2030.

When it comes to carrying out specific activities, we will set up a framework focusing on people and organizations, guided by four perspectives (“individuals,” “organization,” “awareness / mindset / culture,” and “actions / systems,”） and six elements （ “engagement,” “leadership / team mindset,” “organizational culture / communication,” “abilities / skills,” “design of the organization / personnel composition,” and “flow of information, coordination and decision-making mechanism”)Having done that, we will ascertain an overall picture of our activities and consciously work toward improving them as we go about conducting daily business activities.

We will go about promoting initiatives by going through a PDS Cycle^*1 which entails conducting the Furukawa E-Survey^*2 (a survey on human capital and organizational execution abilities that includes the six elements of people and organizations), constructing visualizations of the state of human resources and organizations, and reflecting improvement measures based on those results upon our business activities.