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Human Resources Development and Recruitment

Human Resources Development and Recruitment

Human Resources Development

In accordance with “Furukawa Electric Group Vision for Our People”, we are training human resources who have rich humanity and strong challenge spirit, for the sake of our group development. The state of our leaders affects corporate culture and reflects in our business results, which is why we give training at each level to develop leadership, and construct relationships between people by “dialogue” among all our employees. We work hard to instill a mind that is interested in people and respects others.
We started our Global Business Leader (GBL) training in 2006 in order to develop personnel who will take on the role of management in the future. Since fiscal 2013 this has been reformed to Global Mindset Program (GMP), with its extra emphasis on global human resource education. We have also operated a Global Development Program(GDP) for overseas local employees since 2010 with the aim of strengthening links within Furukawa Electric Group, the curriculum being partly shared with the GMP. Furthermore, in fiscal 2014 we launched the Global Challenge Program (GCP), which dispatches young employees to foreign countries. We are working to align these various programs to develop human resources who can play a dynamic role on the global stage.

Development of management personnel (succession planning)

Furukawa Electric's management personnel development system ensures that candidate human resources are selected and given opportunities to develop in the following two tiers:
1) The manager and pre-manager tier
2) The general manager tier for corporate vice president candidates
Selection is based on internal and external assessments.
To help candidates develop, we provide individual internal training programs and personnel transfer plans and promote their participation in external training.

We also prepare succession plans for important positions within Furukawa Electric Group and supervise successor development and preparation. We systematically position human resources in coordination with management personnel development plans.
The Nominating/Compensation Committee, mainly consisting of outside directors, monitors the appropriateness and the operations of the management personnel development system. The committee also discusses the appointments of corporate vice presidents and selects personnel for the CEO succession plan.

Training system (tiered training)

Tiered training begins with introductory training for new employees, which includes training about the Vision and Values of the group, basic rules, and the basic knowledge necessary for business, including business etiquette, communications, and how to manage stress. Higher-level new employee training takes place at the six-month mark. It provides knowledge necessary for business, such as information about marketing and cost accounting. After new employee training, employees acquire the knowledge and skills required for each position as they are promoted (e.g., logical thinking is a part of training for new supervisors, and problem solving is a part of training for new secretaries). We provide employees with training by age as an opportunity for them to think about their career at Furukawa Electric and enable them to develop independently.

Training for managerial positions

We provide the following three types of training when employees are appointed as managers.
1) Training about management regulations such as labor, health and safety, risk management, and trade control as well as the required mindset conscious of human rights, the prevention of harassment and understanding diversity.
2) Training for thinking about reliable leadership based on their and the organization's values as the head of the front-line organization.
3) Training on methods of setting and assessing subordinates' goals and skills relating to providing feedback for personnel development.
The new training for general managers was introduced in the previous fiscal year. It gives them the opportunity to discuss indirect leadership intended to favorably impact the organization through the managers who are the directors' subordinates.

Reinforcement of MONOZUKURI power

Furukawa Electric Group is trying to reinforce MONOZUKURI power as part of its creation of a corporate culture that allows manufacturing site employees and other employees to share goals and execute tasks to realize competitive MONOZUKURI power. In fiscal 2020, the initiative was carried out in the form of smaller-scale training at each plant and e-learning due to the COVID-19 pandemic.
Additionally, we planned and tested e-learning to develop the technical capabilities of the people in charge of production control, who are a kind of MONOZUKURI control center. We will expand the e-learning program to more employees to enhance the MONOZUKURI power of the entire group.

Diversity in Hiring

In order to respond to the global development of our business, Furukawa Electric Group has come together to implement a variety of initiatives with the aim of securing human resources. In addition to information exchanges to share know-how on hiring within Furukawa Electric Group, we held Furukawa Electric Group Forum in Tokyo, at which actively appealed our attractiveness to students.

Encouraging Employment of Disabled People

Internships

Ever since the Japanese government introduced a system of inter nships in 1997 as part of an industryacademia-government collaboration, in our role as a manufacturer Furukawa Electric has taken on numerous science and engineering interns with the aim of contributing to the fostering of Japanese technicians of the future. We have already taken on more than 200 students across our various workplaces.

インターンシップ実施の様子

Internship training

DFF Inc., 総務・CSR本部 サステナビリティ推進室, 戦略本部 人事部, ものづくり改革本部 安全環境推進室, ものづくり改革本部 資材部, ものづくり改革本部 品質管理推進室, 研究開発本部 企画部, 財務・グローバル マネジメント本部 IR・広報, 総務・CSR本部 CSR推進部, 総務・CSR本部 法務部, FTR, ダイバーシティ推進室, 健康推進センター
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