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Group Philosophy

Fujikura Group Corporate Philosophy MVCV

Foreword

Since the start of our Third Era in 2005, we have striven to  create new paths based on the Group Corporate Philosophy,  MVCV.
In a society that is undergoing dramatic  transformation, the Fujikura Group hereby resolves to create  new paths with renewed strength, in order to become a  company with the potential to continue long into the future.
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  • The only way to create these new paths is to provide a value  experience exceeding our customers’ imaginations.
  •  To exceed our customers’ imaginations, we must be fully  aware of the issues our customers face, and consider  everything from their points of view.
  • To be fully aware of the issues our customers face and  consider everything from their points of view, we must strive  to acquire a broad range of knowledge and information as  highly-active, flexible, and open-minded teams.
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Finally, the key factor in following this path is for each of us to  proceed virtuously as a member of society.

MVCV

Mission​

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The Fujikura Group's mission is to create exceptional value for our customers around the world
using "Tsunagu" (the Japanese word meaning "connecting") technologies.
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We dedicate ourselves to providing exceptional products
and solutions earning our customers' trust and contributing to society.
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Vision​

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Fujikura's vision is to be the most trusted partner in our markets, to continuously develop 
innovative and relevant products and solutions, and to positively impact our communities.

We strive to become the leading player in our markets 
by utilizing our "Tsunagu" technologies, tirelessly developing innovative and useful products and solutions. 
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Each individual within the company will endeavor to become an essential player,
thus developing a team that can truly help Fujikura make its mark on the world stage.

Core​ ​Value​

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Customer Satisfaction
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"Are you doing enough to ensure customers are perfectly satisfied?"

Change
"Are you willing to take up challenges to drive progress?"

Collaboration
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"As a Fujikura associate, are you driven to work together with others to deliver the best possible result for our company?"

Behavior Standards

  • Let’s proactively take an interest in social and market trends and reflect on our work.
  • Let’s always think about how to provide value that exceeds expectations.
  • Let’s be open to diverse opinions and create new ideas.
  • Let’s be bold in trying something different.
  • Let’s start with our aspirations and work back from those to calculate what the next action should be.
  • Let’s be professional and accountable for our own actions.

Third 60 years of Leadership

In 2005, Fujikura celebrated the 120th anniversary of its founding. In Japan, 60 years was traditionally considered the normal human life span, and reaching this milestone is still celebrated as a special occasion. Fujikura has thus been active for the equivalent of two life cycles and is now embarking on its third. With this in mind, we declared that 2005 should mark the inaugural year of Fujikura’s Third Era.

The First Era—the dawn of Fujikura—commenced in 1885 with the establishment of the company in Awajicho, Tokyo, by our founder Zenpachi Fujikura. The firm initially manufactured silk and cotton windings.

The Second Era started in 1945 and was marked by a refounding of the company. Our primary factory in Fukagawa, Tokyo, was completely destroyed during the war, so our employees worked together to literally rebuild the company from the ground up. During this period, the firm enjoyed steady growth, fueled initially by demand to rebuild the national infrastructure that had been decimated by the war, and later, during the period of high economic growth, by demand for optical fiber. Our business centered on electrical power and telecommunications projects, which helped build new infrastructure that enhanced the safety and security of society. Accordingly, the company enjoyed very stable growth simply by responding to the needs of a handful of blue-chip customers.

However, investment in infrastructure has reached a plateau in recent years, and we are entering an epoch of severe competition. It is therefore inevitable that Fujikura’s business environment will change radically in the future. Our way of thinking and our approach to business—deeply engrained in our corporate DNA—proved successful during the recently-ended period of stable growth. However, the firm will severely handicap itself if it adopts similar lines of action as we enter a new era in which change is a constant. We are therefore strongly cognizant of the need to build our company from zero yet again, and now is the time to declare the beginning of Fujikura’s Third Era.