CSR Report (HTML)
In Publishing the Report
Message from the President
Feature Article
Organizational Governance・Fair Operating Practices
The Environment
Consumer Issues・Human Rights and Labour Practices
Community Involvement and Development
Third-Party Opinion/Response to the Third-Party Opinion
Data Collection

CSR

CSR Report

Fujikura Group CSR Report 2012
[ISO 26000 Core Subject] Human Rights and Labour Practices

Personnel Affairs-Basic Principles

The Fujikura Group is committed to identifying the needs of customers, employees, and society to build win-win relationships with them and to incorporating the results into personnel methods and systems.

Management of occupational safety and health and ethical considerations

For all its employees around the world, the Fujikura Group manages occupational safety and health ethically and ensures a good working environment, where human rights are respected and discrimination is prohibited, based on Fujikura's Code of Conduct. We are also committed to fair and square labor management in line with the International Labour Conventions that set out international labor standards, while also giving due consideration to the related laws, regulations, and social norms, including the Japanese Labor Standards Act and the Industrial Safety and Health Act.

Criteria for the management of employees' health and safety and for ethical considerations

Labor-management relationship based on acceptable consultation

We are committed to building relationships of trust between labor and management through discussions conducted with mutual respect by both parties. In order to keep labor union members fully informed, we also hold briefing sessions and consultation meetings on management policies, business plans, management measures, and business measures. In addition, management and union members engage in frank exchanges of opinions, striving to deepen mutual understanding and resolve any issues or disputes when they arise.
We also hold regular labor-management workshops inviting union leaders, the President, and divisional managers as lecturers to speak about the management environment of the Company, corporate policies, and the labor union's policies. Labor conditions are also determined through labor-management discussions and agreements reached at consultation meetings.

Diversity Management

Reemployment of retirees

We regard the manufacturing technologies and management knowhow that have been accumulated by retirees as one of the important properties of the Fujikura Group, and we therefore reemploy willing retirees who are still very much required by the Group as "masters consultants."
Following the revision of the Japanese Act on Stabilization of Employment of Elderly Persons in April 2006, we have introduced a reemployment system for retirees who meet the selection criteria for continued employment (up to five years), as defined in the labor-management agreement.

Employing and promoting more women

We will continue to implement measures to help women display more of their abilities by employing and promoting more women.

Employment of people with disabilities

In recent years we have been proactive in implementing measures to employ disabled people, but fortunately our employment ratio for people with disabilities is still 1.85% as of March 2012. We will take more measures to achieve the legal ratio.

Employment ratios for people with disabilities
End of fiscal 2007 End of fiscal 2008 End of fiscal 2009 End of fiscal 2010 End of fiscal 2011
1.31% 1.44% 1.68% 1.73% 1.85%

Employment of foreign nationals

In promoting global management, it is becoming more important for us to manage human resources across national borders. At present, Fujikura has 39 non-Japanese employees.

Fellow certification program

Fujikura certifies employees who have achieved significant business results, who have outstanding expertise and excellent characters, and employees who have received high academic evaluation from outside the company as "fellows (special researchers)" and treat them just like directors.

Measures for better work-life balance

Fujikura focuses on improving its working environment to enable each employee to achieve a better work-life balance by working in a flexible manner according to their life stage.
In January 2010, before the revised Act on the Welfare of Workers Who Take Care of Children or Other Family Members including Child Care and Family Care Leave came into effect in Japan in June 2010, we revised our childcare leave system, including abolishing the exceptional rules applied to spouses who do not work outside the home and making it possible for fathers to take childcare leave more than once. As a result three male employees actually took childcare leave, which demonstrates that employees of Fujikura are steadily improving their work-life balance regardless of their gender.
In October 2010, we published a handbook that outlines Fujikura's childcare and nursing care systems and related laws. We have distributed copies of this book widely to employees, including users of the systems, managers, and employees in charge of the systems, in order to deepen their understanding of the systems and laws.

Half-day paid leave system Allows employees to take annual paid holidays on a half-day basis
(up to 20 times per year)
Childcare leave system Allows employees to take childcare leave until the child becomes three years old
Short time working system,
flexible-hour system,
and exemption from overtime/day-off working
Available for employees bringing up a child up to the third grade of elementary school
(One of the options on the left can be chosen by an employee)
Family care leave system Allows employees to take leave to care for a sick family member
(up to one year)
Special leave for hospital visits Supports employees with disabilities to make regular hospital visits
(up to six days per year)

Fujikura Academy's Approach to Human Resource Development

The Fujikura Academy

On the occasion of celebrating a corporate history that spanned 120 years and launching its "Third 60 Years", Fujikura undertook the total renovation of its management philosophy to become an enterprise that helps customers create value and that makes contributions to society through its "Tsunagu" technologies. In order to develop talent who will help the Company reach this goal, we established Fujikura Academy as the employee training/education department of the Fujikura Group in April 2006.

Approach to human resources development

The focus of human resources development is on on-the-job training (OJT), collective training (OFF-JT), self-development, and job rotation, and these four are supported by a corporate culture and climate oriented toward human resource development.

Fujikura's educational system

Fujikura Academy runs training programs to support human resources development in the workplace, with OJT forming the basis for employee education. The programs focus on giving employees useful tips and educating them in fields they do not learn much about in OJT and on cross-departmental issues that they cannot learn in the workplace. Employees are also given access to correspondence courses and e-learning courses to support self-development.

Mandatory stratified training for all employees

We have training programs for each career stage, including programs for employees in the first, second and third year of employment, and for OJT, team leaders, and managers. There are also programs for managers who support the personnel system, such as a training program for evaluators.

Selective training

We provide selective training designed to develop leaders for manufacturing and other business operations.

Optional training

We also provide a range of optional training programs for proactive use by employees who are highly motivated to improve their abilities regarding presentations in Japanese and English, communication, management, and accounting, and by employees who are recommended by their managers to receive extra training.

Self-development

Correspondence courses and external training

  • For correspondence courses, employees can choose the program that best suits their purpose from among 300 or more courses.
  • With external training, employees are provided opportunities to receive training with members of other companies.
  • Incentive payment system

Language education

  • Employees are provided opportunities to take the Test of English for International Communication (TOEIC) within the company twice a year.
  • Training on English and Japanese languages
  • Incentive payment system