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CSR

CSR Report

Fujikura Group CSR Report 2013
[ISO 26000 Core Subject] Organizational Governance

The Fujikura Group's Management Approach

The Fujikura Group's Management Approach

The Fujikura Group was founded with a progressive spirit and has cherished and passed down its corporate DNA as a manufacturing company over 128 years. Against this backdrop and from the viewpoint of our customers, we identify what we should do and what we should not do, and always act accordingly based on a corporate culture in which we put first priority on quality. On that basis, all corporate staff members abide by the Group's management rules and promote synergy between our production, sales, and R&D bases, driven by the Global Fujikura Production System (G-FPS) as well as by our commitment to CSR and to a better manufacturing culture. Through these measures, we aim to achieve our vision for the four business fields (Telecommunications,Eelectronics, Aautomotive components, and Metal cables & Systems) described in the Mid-Term Business Plan. In achieving this vision, we will implement our Corporate Philosophy MVCV and become a corporate group that pursues "Value Creation for the Customer" and is appreciated by customers and highly evaluated by society, while achieving further growth for the entire Group.

Corporate Philosophy MVCV

Fujikura Group's brand logo

The history of the Fujikura Group's brand logo dates back more than 100 years ago to 1910, when Fujikura was reorganized from a partnership corporation to a joint-stock corporation. Subsequently in 1985, the Company established a new corporate mark in celebration of the 100th anniversary of its founding. Twenty-five years later in 2009, the present brand logo (registered trademark) was established and began to be used by Fujikura Ltd. first followed by its domestic consolidated subsidiaries in March 2011. Presently, the logo is also used outside Japan by the Company's wholly-owned subsidiaries.

The Fujikura Group's brand logo (registered trademark) is the most basic and essential tool used to communicate our brand image and is composed of the following three elements: the corporate symbol, the alphabetical letters "Fujikura" and the corporate color. The brand logo plays an important role as a symbol of the Fujikura Group and is designed to be regarded as proof of our reliability for customers and society at large and to attract more people to the Group.

The Fujikura Group is fostering its business in a number of countries around the world. In order to expand our business strategically in the global market, we are making a better use of our brand logo. At present, we have registered or are applying for registration of the logo in more than 100 countries.

Fujikura Group's brand logo

Implementation of an e-learning program

In fiscal 2012, we implemented an e-learning program focusing on the brand logo, in order to teach line managers and employees in charge of the use of the logo about the correct meaning and usage of the logo. Under this program, 501 received education and 470 took an exam on the subject. The pass rate was 99%, with 467 (who answered more than ten out of twelve questions correctly) having passed and only three failed the examination, serving as evidence of the effectiveness of the program. Comments received included: “I was able to reconfirm the importance of the brand logo, to which I had not paid much attention.” We will continue to conduct activities to raise employees’ awareness of the brand logo, which is an importance asset for the Fujikura Group.

G-FPS Activities

G-FPS activities to implement the Corporate Philosophy MVCV

We conduct Global Fujikura Production System (G-FPS) activities to (1) clarify what we should do and what we should not do from the viewpoint of our customers based on our "quality first" policy, which forms the foundation for our manufacturing activities, and (2) reform our corporate culture to this end.

In the G-FPS activities, each and every employee acts based on the MVCV, which serves as their navigator, to enhance their craftsmanship in manufacturing and eliminate all waste without exception. The activities are conducted across both our manufacturing bases and indirect departments in Japan and overseas aimed at the sustainable growth of the Fujikura Group.

Positioning of the G-FPS activities

We conduct G-FPS activities under the slogan "half or double or zero," which means to halve or double the activity indicators or reduce them to zero on a case-by-case basis.
Moreover, we have added a new slogan: "team approach with the participation of all" to grasp every chance to enhance our craftsmanship in manufacturing and respond to changes in the times.

Eliminating waste in indirect departments

In fiscal 2009, we began to eliminate waste in our indirect departments with the participation of all. Four to five members of the departments form a team to conduct improvement activities. At present, there are about 680 such teams at Group companies in Japan, and they have achieved great results by conducting a range of activities, including the "5S" sorting/cleaning and self-discipline activity and activities to conserve energy and improve business operations. Every May we hold the Global Fujikura "KAIZEN" Presentation meeting, and in the one held on the subtheme of "eliminating waste in indirect departments" in fiscal 2012, a total of 25 teams participated, including teams from outside Japan.

Global Fujikura "KAIZEN" Presentation

The Global Fujikura "KAIZEN" Presentation meeting is held in Japan four times a year, at which the results of G-FPS activities conducted at each of the Fujikura Group bases are presented. Before the QC circle meeting and G-FPS "KAIZEN" presentation meeting were consolidated into this meeting, overseas Fujikura Group teams were given only one presentation opportunity per year, but now they can participate in the meeting four times a year. Under the slogan "Let's go to Japan," overseas teams compete enthusiastically in the local competitions held to select who will be sent to Japan. At the meeting held in Japan, for which a subtheme such as "eliminating waste in indirect departments" or "quality" may be set on a case-by-case basis, participants make presentations in English or in Japanese.

Reported cases of Karakuri improvements

We are also conducting Karakuri improvement activities at low cost. Karakuri improvement means using natural energy to automate our operations and reduce the number of staff necessary for the operations. Specifically we use gravity, the power of springs, gear wheels and pulleys, and other devices as well as knowledge and expertise to produce effects that are far greater than the amount of money invested in the improvement. Many such improvement cases have already been reported.
The list of the reported improvement cases is disclosed to employees to encourage the implementation of similar initiatives in other departments.