Furukawa Electric Group conducts corporate activities based on the Furukawa Electric Group Purpose, the Core Values, and the Furukawa Electric Group CSR Code of Conduct. We are implementing the Medium-term Management Plan 2022–2025 (the “2025 Medium-term Plan”), formulated with a forward-looking approach toward achieving our ideal state for 2025, a milestone defined through backcasting from the Furukawa Electric Group Vision 2030, which outlines our ideal state in 2030.
The 2025 Medium-term Plan defines our ideal state in FY2025 for each identified material issue, formulated measures to realize them, and set sustainability indicators/targets to measure the progress. For realizing sustainable growth of Furukawa Electric Group and medium- to long-term growth of corporate value, we will strengthen and create businesses mindful of capital efficiency and strengthen the management foundation directed at reducing capital costs.
Furukawa Electric Group has enhanced capabilities for development and making proposals, without being limited to specific markets and with its four core technologies—metals, polymers, photonics and high-frequency—centered on capabilities to handle materials. Through these capabilities, we have gained the trust of customers. In an “Open, Agile, Innovative” manner, we will promote to build a new business model by enhancing our strengths, including utilization of intellectual property, and co-creating with our partners.
Toward 2025, we are stabilizing earnings in the information, energy, and mobility sectors, and are growing through the strengthening of businesses that solve social issues, thereby contributing to a society combining information, energy and mobility. To achieve the goals of the “2025 Medium-term Plan” (the “2025 Medium-term Plan”), we are optimizing investment allocation for each business’s profit expansion from the perspectives of profitability, growth potential, and other factors, while accelerating business management and decision-making, including a review of our business portfolio, with a stronger focus on capital costs.
In addition, toward 2030, we realize a leap through the creating of businesses that solve the social issues including the “creating of businesses that support the next-generation infrastructure,” which would serve as the foundation of the integrated society of the Vision 2030, and the “creation of environment-friendly businesses,” which contributes to the realization of carbon neutrality and a circular economy.
As for “developing business activities that consider climate change,” we formulate a climate transition plan which is a series of targets and actions to support the transition to a low-carbon economy. Based on the plan, we will accelerate initiatives toward the carbon neutrality.
As for “strengthening of human capital and organizational execution abilities, we will strengthen our efforts of human capital management not only through activities to instill the Purpose, but also based on the Furukawa Electric Group People Vision—a shared belief on human capital at both Group and global levels.
As for “Building a governance system to strengthen risk management,” we will strengthen the initiatives related to not only the Furukawa Electric Group’s overall risk management, but also human rights management including supply chain management.
Furukawa Electric Group Vision 2030
Furukawa Electric Group Medium-term Management Plan 2022~2025（2025 Mid-term Plan）