In promoting our basic policy*1 (2) “Aim at becoming an enterprise group where everyone plays a leading role and feels excited to work with pride,” we started the Furukawa E-Survey as a survey of employee engagement score. We set targets based on the score of “sustainable engagement” in the Furukawa E-Survey as a sustainability indicator*2 in the 2025 Mid-term Plan, and will steadily implement a variety of measures. Engagement is closely linked to the other five of the six elements*3, and is therefore used as a comprehensive indicator for strengthening human capital and organizational execution abilities. Doing that, we will conduct activities targeting the global manufacturing industry standard value of 85.
Indicators and targets
| Indicator | Result | Target | |||||
|---|---|---|---|---|---|---|---|
| ★:Sustainability indicator | FY2022 | FY2023 | FY2024 | FY2025 | FY2030 | ||
| Furukawa Electric | ★ | Employee engagement scores | 65 | 65 | 70 | 75 | 85 |
| Group | Employee engagement scores | － | － | － | 85 | ||
Based on our basic policy (1) “Secure diverse personnel and support the growth of people who continually take on challenges,” in December 2021, we revised our personnel treatment system based on the concepts of “promotion of the taking on of challenges,” “simplicity and openness,” and “human resource development.”
(i) We will redefine the communication processes related to our personnel evaluations, and have superiors communicate their expectations to employees based on the job classification system in accordance with the individual’s functions and roles, while also having them observe the efforts and actions being undertaken by members of their team on a daily basis. In doing this, we will go about increasing the extent to which individuals are satisfied with their evaluations through the conducting of evaluations that are based on facts alongside the provision of responsible feedback on areas of improvement, thereby leading to individual growth.
(ii) Against the backdrop of communication related to the personnel evaluations described in item (i), we will move away from a pay raise system that is based on the assumption that one’s ability will increase each year and overhaul our pay raise system (including pay reductions) that reflects the abilities and attitudes currently being demonstrated by the subject individuals. In doing this, we will aim to provide a spark for the motivation of each employee when it comes to taking on challenges, and aim to foster healthy competition and a healthy feeling of tension within the company.
Through the development of welfare facilities and systems, we are working to maintain and improve the health of our employees and support them in their daily lives. We strive to create an environment in which employees can face their work with peace of mind.
| Contents | Efforts |
|---|---|
| Cafeteria | We have established company cafeterias at our manufacturing sites to support the maintenance and promotion of employee health. We strive to create attractive cafeterias with high satisfaction by exchanging opinions with labor unions, public health nurses, nutritionists, etc., and reviewing and revising menus. |
| Company dormitory | In order to secure housing for young employees and those transferred and to reduce housing costs, we provide company-owned or rented company housing and dormitories at each of our business locations. |
| Mutual aid association | We operate the "Furukawa Mutual Association" for mutual support of employees, and provide support for congratulations and condolences, medical treatment, and disaster relief, as well as loans necessary for living. |