Furukawa
Electric Group
Sustainability
Book

2022

Furukawa Electric Group Sustainability Book 2022

CONTENTS
Editorial Policy ………………………………………… 1
Company Proﬁle ……………………………………… 1

Basic Approach
Top Message …………………………………………… 2

Labour Practices

Environment

Fair Operating Practices

Occupational Health and Safety ……………… 15

Environmental Policy / Environmental Vision

Supply Chain …………………………………………… 51

Human Resources Management
Goals and Achievements ……………………… 18
Human Resources Development andRecruitment ………………………………………… 18

Sustainability Policy / Committee …………… 3

Work Style Reform

Materiality ………………………………………………… 4

WelfareFurukawa Electric Groupʼs eﬀorts
towards the SDGs …………………………………… 6

Labor-management consultation ………… 22……………………………… 20………………………………………………… 21

Diversity & Inclusion
Basic Policy, Goals and Achievements …… 23

Corporate Governance …………………………… 8
Risk Management …………………………………… 10
Compliance ……………………………………………… 12…………………………… 31

Environmental Vision…………………………… 31

Management Policy ……………………………… 17

Corporate Philosophy ……………………………… 2

Organizational Governance

Environmental Policy

Consumer Issues

Environmental Management
Environmental Management Organization,
Environmental Education, Environmental
Awards …………………………………………………… 32
International Standard for Environmental
Management (ISO14001) ……………………… 33
Environmental Risk Management ………… 34
Environmental Targets / Results / Data

Diversity & Inclusion Promotion …………… 25

Targets and Performances of Environmental
Conservation Activities ………………………… 34

The Activity to Promote Womenʼs Careers … 27

Environmentally Friendly Products ……… 36

Initiatives Promoting the Employment ofPeople with Disabilities ………………………… 28

Material Flow ………………………………………… 37

In-Company System for Flexible Working
Styles ……………………………………………………… 30

Human Rights …………………………………………… 14Group runs business activities and social
contribution to build a sustainable world

and make peopleʼs life safe, peaceful andrewarding. Through these activities, we aim
Furukawa
Electric Group
Sustainability
Book

2022

to achieve Furukawa Electric Groupʼs

Corporate Philosophy which is “contribution
to the realization of a sustainable society.”

Local Community Contribution,
Social Contribution………………………………… 55

Data

Third-Party Veriﬁcation Report …………… 38
ESG Data………………………………………………… 58

External Evaluation and Certiﬁcation ……… 67

Climate Change ……………………………………… 39

Participation in Initiatives ………………………… 70

Information Disclosure Based on the TCFD
Recommendations ………………………………… 42

Reference data ………………………………………… 71

Contribution to a Water / Resource
Recycling Society
Waste Reduction, Eﬀective Use of
Resources ……………………………………………… 45

The cover expresses that Furukawa ElectricCommunity Involvement

Environmental Accounting …………………… 38

Contribution to a Carbon-Free Society

Human Rights

Quality ……………………………………………………… 54

Eﬀective Use of Water Resources……… 47

Contribution to a Society that Coexists
with Nature
Chemical Substance Management……… 48Biodiversity Conservation ……………………… 49

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Company Profile

Editorial Policy

Since fiscal 2012, the Group has been publishing Sustainability Reports, which provide

Furukawa Electric Co., Ltd.

financial information, including operating results and strategies. We have changed thePresident

Keiichi Kobayashi

Founded1884

Established

June 25th, 1896

Paid-in Capital¥69,395 million

content of the Sustainability Report and concisely state important financial and nonfinancial information about our initiatives to enhance corporate value in the medium to longterm. We changed the name of the report to Furukawa Electric Group Integrated Report2020. With the change to the Sustainability Report, we have decided to publish a
Sustainability Book, which primarily provides stakeholders with types of non-financial
information that were included in the Sustainability Report, but are not included in the(As of March 31, 2022)

Integrated Report. We would be delighted if the Sustainability Book helps you understandthe Group's environmental, social and governance activities.
Guidelines Referenced
ISO26000GRI Standards
Environmental Reporting Guidelines 2018 issued

Net sales¥930,496 million (Consolidated)(Years ended March 31, 2022)¥292,424 million (Non-Consolidated)

Number of Employees

50,867 (Consolidated)(As of March 31, 2022)

4,201 (Non-Consolidated)

Head OfficeTokiwabashi Tower,
2-6-4, Otemachi, Chiyodaku, Tokyo 100-8322, Japan

Period Covered
TEL

Fiscal 2021 (from April 1, 2021 to March 31, 2022䠅
(note) Includes selected information on past initiatives and activities during fiscal 2022.
Organizations Covered
This book covers Furukawa Electric Co., Ltd. and group companies in Japan and overseas. Where activities are limited to specific regions
or companies, this fact has been clearly indicated in this book.
Publication Timeframe
Publication date: December 23, 2022
Planned publication of next edition: December 2023
Editing and Publication
Furukawa Electric Co., Ltd
Corporate Sustainability Office, Strategy Division, Furukawa Electric Co., Ltd.
Tokiwabashi Tower,
2-6-4, Otemachi, Chiyodaku, Tokyo 100-8322, Japan
Inquiry form
https://www.furukawa.co.jp/en/inquiry/

1+81-3-6281-8500

Organizational
Governance

Company Name

non-financial information, including environmental, social and governance information, andBasic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Top Message

㻯㼛㼞㼜㼛㼞㼍㼠㼑㻌㻼㼔㼕㼘㼛㼟㼛㼜㼔㼥

Top Message

㻯㻻㻾㻼㻻㻾㻭㼀㻱㻌㻼㻴㻵㻸㻻㻿㻻㻼㻴㼅

By continuing to adhere to the founder's belief and driving the Group enthusiastically and energetically, we contribute to a

Community
Involvement

Data㻰㼞㼍㼣㼕㼚㼓㻌㼛㼚㻌㼙㼛㼞㼑㻌㼠㼔㼍㼚㻌㼍㻌㼏㼑㼚㼠㼡㼞㼥㻌㼛㼒㻌㼑㼤㼜㼑㼞㼠㼕㼟㼑㻌㼕㼚㻌㼠㼔㼑㻌㼐㼑㼢㼑㼘㼛㼜㼙㼑㼚㼠㻌㼍㼚㼐㻌㼒㼍㼎㼞㼕㼏㼍㼠㼕㼛㼚㻌㼛㼒㻌㼍㼐㼢㼍㼚㼏㼑㼐㻌㼙㼍㼠㼑㼞㼕㼍㼘㼟㻘㻌㼣㼑㻌㼣㼕㼘㼘sustainable society.

㼏㼛㼚㼠㼞㼕㼎㼡㼠㼑㻌㼠㼛㻌㼠㼔㼑㻌㼞㼑㼍㼘㼕㼦㼍㼠㼕㼛㼚㻌㼛㼒㻌㼍㻌㼟㼡㼟㼠㼍㼕㼚㼍㼎㼘㼑㻌㼟㼛㼏㼕㼑㼠㼥㻌㼠㼔㼞㼛㼡㼓㼔㻌㼏㼛㼚㼠㼕㼚㼡㼛㼡㼟㻌㼠㼑㼏㼔㼚㼛㼘㼛㼓㼕㼏㼍㼘㻌㼕㼚㼚㼛㼢㼍㼠㼕㼛㼚㻚

Ichibei Furukawa, the founder of Furukawa Group, left words "Value employees. Valuecustomers. Value new technologies. And contribute to society."We have inherited the㻹㻭㻺㻭㻳㻱㻹㻱㻺㼀㻌㻼㻴㻵㻸㻻㻿㻻㻼㻴㼅founder's belief as the genes of the Group. For 138 years since the foundation, we haveworked to "protect human health and the health of the social infrastructure, and support㼃㼕㼠㼔㻌㼍㼚㻌㼑㼥㼑㻌㼠㼛㻌㼠㼔㼑㻌㼒㼡㼠㼡㼞㼑㻘㻌㼠㼔㼑㻌㻲㼡㼞㼡㼗㼍㼣㼍㻌㻱㼘㼑㼏㼠㼞㼕㼏㻌㻳㼞㼛㼡㼜㻌㼙㼍㼚㼍㼓㼑㼙㼑㼚㼠㻌㼠㼑㼍㼙㻌㼜㼘㼑㼐㼓㼑㼟㻌㼠㼛㻦

growth."The founder's belief has a lot in common with the Sustainable Development Goals(SDGs) adopted by the United Nations. As a member of society responsible for the future,㻸㼕㼢㼑㻌㼡㼜㻌㼠㼛㻌㼠㼔㼑㻌㼑㼤㼜㼑㼏㼠㼍㼠㼕㼛㼚㼟㻌㼍㼚㼐㻌㼠㼞㼡㼟㼠㻌㼕㼚㼢㼑㼟㼠㼑㼐㻌㼕㼚㻌㼡㼟㻌㼎㼥㻌㼟㼛㼏㼕㼑㼠㼥㻘㻌㼣㼕㼠㼔㻌㼒㼍㼕㼞㼚㼑㼟㼟㻌㼍㼚㼐㻌㼕㼚㼠㼑㼓㼞㼕㼠㼥㻚

we will continue to adhere to this belief.

㻭㼜㼜㼘㼥㻌㼠㼔㼑㻌㼟㼡㼙㻌㼠㼛㼠㼍㼘㻌㼛㼒㻌㼛㼡㼞㻌㼑㼤㼜㼑㼞㼠㼕㼟㼑㻌㼠㼛㻌㼟㼍㼠㼕㼟㼒㼥㻌㼛㼡㼞㻌㼏㼡㼟㼠㼛㼙㼑㼞㼟㻌㼍㼚㼐㻌㼓㼞㼛㼣㻌㼣㼕㼠㼔㻌㼠㼔㼑㼙㻚

Based on the founder's belief and the SDGs, the Furukawa Electric Group has formulated㻯㼛㼚㼠㼕㼚㼡㼛㼡㼟㼘㼥㻌㼟㼠㼞㼕㼢㼑㻌㼠㼛㻌㼍㼏㼔㼕㼑㼢㼑㻌㼣㼛㼞㼘㼐㻙㼏㼘㼍㼟㼟㻌㼠㼑㼏㼔㼚㼛㼘㼛㼓㼕㼏㼍㼘㻌㼕㼚㼚㼛㼢㼍㼠㼕㼛㼚㻘㻌㼍㼚㼐㻌㼠㼞㼍㼚㼟㼒㼛㼞㼙㻌㼛㼡㼞㼟㼑㼘㼢㼑㼟㻌㼕㼚㻌㼑㼢㼑㼞㼥㻌㼍㼞㼑㼍㻌㼛㼒㻌㼑㼚㼐㼑㼍㼢㼛㼞㻚the “Furukawa Electric Group Vision 2030” which sets the year 2030 as its target in a
backcasting. I firmly believe that accelerating our efforts to achieve Vision 2030 and㻺㼡㼞㼠㼡㼞㼑㻌㼔㼡㼙㼍㼚㻌㼞㼑㼟㼛㼡㼞㼏㼑㼟㻌㼍㼠㻌㼑㼢㼑㼞㼥㻌㼘㼑㼢㼑㼘㻘㻌㼟㼛㻌㼠㼔㼍㼠㻌㼣㼑㻌㼏㼍㼚㻌㼎㼑㼏㼛㼙㼑㻌㼍㻌㼙㼛㼞㼑㻌㼐㼕㼢㼑㼞㼟㼑㻌㼍㼚㼐㻌㼏㼞㼑㼍㼠㼕㼢㼑㻌㼛㼞㼓㼍㼚㼕㼦㼍㼠㼕㼛㼚㻚

Keiichi Kobayashi

implementing ESG management will become the foundation on which the Group
contributes to the sustainability of society. For achieving Vision 2030, we concluded thatthe important management issues (materiality) for the Group were the “Creating of㻯㼛㼞㼑㻌㼂㼍㼘㼡㼑businesses that solve social issues”, “Developing of business activities that consider㻲㼁㻾㼁㻷㻭㼃㻭㻌㻱㻸㻱㻯㼀㻾㻵㻯㻌㻳㼞㼛㼡㼜㻌㼂㼕㼟㼕㼛㼚㻌㻞㻜㻟㻜climate change,” “Strengthening human capital management and organizational execution
abilities,” and “Building a governance system to strengthen risk management.” Therefore㻵㼚㻌㼛㼞㼐㼑㼞㻌㼠㼛㻌㼎㼡㼕㼘㼐㻌㼍㻌㼟㼡㼟㼠㼍㼕㼚㼍㼎㼘㼑㻌㼣㼛㼞㼘㼐㻌㼍㼚㼐㻌㼙㼍㼗㼑㻌㼜㼑㼛㼜㼘㼑䇻㼟㻌㼘㼕㼒㼑㻌㼟㼍㼒㼑㻘

we intend to promote “Open, Agile, Innovative” and “Building partnerships with various㼜㼑㼍㼏㼑㼒㼡㼘㻌㼍㼚㼐㻌㼞㼑㼣㼍㼞㼐㼕㼚㼓㻘㻌㻲㼡㼞㼡㼗㼍㼣㼍㻌㻱㼘㼑㼏㼠㼞㼕㼏㻌㻳㼞㼛㼡㼜㻌㼣㼕㼘㼘㻌㼏㼞㼑㼍㼠㼑㻌㼟㼛㼘㼡㼠㼕㼛㼚㼟stakeholders” as the action principles of the Group.

㼒㼛㼞㻌㼠㼔㼑㻌㼚㼑㼣㻌㼓㼑㼚㼑㼞㼍㼠㼕㼛㼚㻌㼛㼒㻌㼓㼘㼛㼎㼍㼘㻌㼕㼚㼒㼞㼍㼟㼠㼞㼡㼏㼠㼡㼞㼑㻌㼏㼛㼙㼎㼕㼚㼕㼚㼓㻌㼕㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚㻘㼑㼚㼑㼞㼓㼥㻌㼍㼚㼐㻌㼙㼛㼎㼕㼘㼕㼠㼥㻚In a world that is shifting rapidly including the crisis caused by the new coronavirus
infection, the Group will continue to change to become a sustainable corporate group toprovide safety and expectations to all stakeholders. We will develop the Groupenthusiastically and energetically with "passion, persistence, and pride" to contribute toachieving a truly affluent, sustainable society.
We hope that we can count on your continued support.

2

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment㻮㼍㼟㼕㼏㻌㻼㼛㼘㼕㼏㼥㻌㼍㼚㼐㻌㻯㻿㻾㻌㻯㼛㼐㼑㻌㼛㼒㻌㻯㼛㼚㼐㼡㼏㼠

Consumer Issues

Community
Involvement

Data

Sustainability Policy / Committee㻲㼡㼞㼡㼗㼍㼣㼍㻌㻱㼘㼑㼏㼠㼞㼕㼏㻌㻳㼞㼛㼡㼜㻌㻯㻿㻾㻌㻯㼛㼐㼑㻌㼛㼒㻌㻯㼛㼚㼐㼡㼏㼠㻌㻔㻾㼑㼢㼕㼟㼑㼐㻌㻭㼜㼞㼕㼘㻘㻌㻞㻜㻝㻥㻕㻝㻚㻌㻴㼡㼙㼍㼚㻌㼞㼕㼓㼔㼠㼟

About the Sustainability Policy㻞㻚㻌㻸㼍㼎㼛㼞㻌㼜㼞㼍㼏㼠㼕㼏㼑㼟The Furukawa Electric Group’s mission as set out in its Corporate Philosophy is to contribute to the realization of a truly affluent and㻟㻚㻌㻱㼚㼢㼕㼞㼛㼚㼙㼑㼚㼠sustainable society. This policy clarifies our basic concept for ensuring environmental, social, and economic sustainability for the mediumto-long term and achieving sustainable growth while improving our medium-to-long-term corporate value.

㻠㻚㻌㻼㼞㼛㼐㼡㼏㼠㼟㻌㼍㼚㼐㻌㼟㼑㼞㼢㼕㼏㼑㼟㻡㻚㻌㻵㼚㼠㼑㼞㼚㼍㼠㼕㼛㼚㼍㼘㻌㼎㼡㼟㼕㼚㼑㼟㼟㼑㼟㻌㼍㼚㼐㻌㼠㼞㼍㼚㼟㼍㼏㼠㼕㼛㼚㼟㻢㻚㻌㻲㼍㼕㼞㻌㼏㼛㼙㼜㼑㼠㼕㼠㼕㼛㼚

Furukawa Electric Group Basic Policy on Sustainability㻣㻚㻌㻾㼑㼘㼍㼠㼕㼛㼚㼟㻌㼣㼕㼠㼔㻌㼏㼡㼟㼠㼛㼙㼑㼞㼟㻘㻌㼜㼍㼞㼠㼚㼑㼞㼟㻘㻌㼍㼚㼐㻌㼟㼛㼏㼕㼑㼠㼥The Furukawa Electric Group will:㻤㻚㻌㻹㼍㼚㼍㼓㼑㼙㼑㼚㼠㻌㼍㼚㼐㻌㼜㼞㼑㼟㼑㼞㼢㼍㼠㼕㼛㼚㻌㼛㼒㻌㻯㼛㼙㼜㼍㼚㼥㻌㼍㼟㼟㼑㼠㼟in line with its mission of contributing to the realization of a truly affluent and sustainable society, tackle important management㻥㻚㻌㻰㼕㼟㼏㼘㼛㼟㼡㼞㼑㻌㼛㼒㻌㼕㼚㼒㼛㼞㼙㼍㼠㼕㼛㼚

issues (materiality) from the perspectives of both revenue opportunities and risks, while focusing on the future of people and the㻝㻜㻚㻌㻰㼡㼠㼕㼑㼟㻌㼍㼚㼐㻌㼛㼎㼘㼕㼓㼍㼠㼕㼛㼚㼟㻌㼛㼒㻌㼟㼑㼚㼕㼛㼞㻌㼙㼍㼚㼍㼓㼑㼙㼑㼚㼠㻌㼍㼚㼐㻌㼑㼙㼜㼘㼛㼥㼑㼑㼟planet.
in order to have sustainable growth and contribute to the achievement of SDGs (sustainable development goals), strengthen andcreate businesses that solve social issues, while focusing on capital efficiency and continuing to transform its business throughcontinuous technological innovation centered on material technologies and collaboration with various stakeholders.

㼀㼔㼑㻌㻲㼡㼞㼡㼗㼍㼣㼍㻌㻱㼘㼑㼏㼠㼞㼕㼏㻌㻳㼞㼛㼡㼜㻌㻼㼔㼕㼘㼛㼟㼛㼜㼔㼥㼫㼕㼟㻌㼍㻌㼏㼘㼑㼍㼞㻌㼟㼠㼍㼠㼑㼙㼑㼚㼠㻌㼛㼒㻌㼣㼔㼍㼠㻌㼣㼑㻌㼔㼍㼢㼑

contribute to the sustainable development of society by maintaining and improving sound and positive relationships with all㼍㼕㼙㼑㼐㻌㼠㼛㻌㼎㼑㼏㼛㼙㼑㻌㼒㼞㼛㼙㻌㼠㼔㼑㻌㼠㼕㼙㼑㻌㼠㼔㼑㻌㼒㼕㼞㼙㻌㼣㼍㼟㻌㼏㼞㼑㼍㼠㼑㼐㻌㼠㼛㻌㼠㼔㼑㻌㼜㼞㼑㼟㼑㼚㼠㻌㼍㼚㼐㻌㼣㼕㼘㼘㻌㼏㼛㼚㼠㼕㼚㼡㼑stakeholders through appropriate information disclosure and active communication, while complying with laws, regulations, social㼠㼛㻌㼎㼑㻌㼠㼔㼑㻌㼎㼍㼟㼕㼏㻌㼠㼛㻌㼠㼔㼑㻌㻳㼞㼛㼡㼜㻌㼕㼚㻌㼠㼔㼑㻌㼒㼡㼠㼡㼞㼑㻘㻌㼠㼔㼞㼛㼡㼓㼔㻌㻯㼛㼞㼜㼛㼞㼍㼠㼑㻌㻼㼔㼕㼘㼛㼟㼛㼜㼔㼥㻌㼍㼚㼐

norms and ethics in Japan and overseas.

㻹㼍㼚㼍㼓㼑㼙㼑㼚㼠㻌㻼㼔㼕㼘㼛㼟㼛㼜㼔㼥㻚㻲㼛㼞㻌㼠㼔㼑㻌㼍㼏㼔㼕㼑㼢㼑㼙㼑㼚㼠㻌㼛㼒㻌㼠㼔㼑㻌㼟㼡㼟㼠㼍㼕㼚㼍㼎㼘㼑㻌㼓㼞㼛㼣㼠㼔㻌㼛㼒㻌㼠㼔㼑㻌㻳㼞㼛㼡㼜㻌㼎㼍㼟㼑㼐㻌㼛㼚㻌㼠㼔㼑㻌㻳㼞㼛㼡㼜㻼㼔㼕㼘㼛㼟㼛㼜㼔㼥㻘㻌㼠㼔㼑㻌㻯㼛㼞㼑㻌㼂㼍㼘㼡㼑㼫㼟㼔㼛㼣㼟㻌㼠㼔㼑㻌㼒㼕㼢㼑㻌㼢㼍㼘㼡㼑㼟㻌㼠㼔㼍㼠㻌㼣㼑㻌㼣㼕㼟㼔㻌㼠㼛㻌㼜㼍㼞㼠㼕㼏㼡㼘㼍㼞㼘㼥㼑㼙㼜㼔㼍㼟㼕㼦㼑㻌㼍㼚㼐㻌㼑㼚㼔㼍㼚㼏㼑㻌㼑㼢㼑㼚㻌㼙㼛㼞㼑㻚㼀㼔㼑㻌㻲㼡㼞㼡㼗㼍㼣㼍㻌㻱㼘㼑㼏㼠㼞㼕㼏㻌㻳㼞㼛㼡㼜㻌㼂㼕㼟㼕㼛㼚㻌㻞㻜㻟㻜㼫㼕㼟㻌㼍㻌㼢㼕㼟㼕㼛㼚㼍㼞㼥㻌㼛㼡㼠㼘㼛㼛㼗㻌㼛㼒㻌㼠㼔㼑㻌㻳㼞㼛㼡㼜㻘㼣㼕㼠㼔㻌㼠㼔㼑㻌㼠㼕㼙㼑㻌㼒㼞㼍㼙㼑㻌㼟㼑㼠㻌㼠㼛㻌㻞㻜㻟㻜㻘㻌㼎㼍㼟㼑㼐㻌㼛㼚㻌㼛㼡㼞㻌㼏㼛㼚㼏㼑㼜㼠㼕㼛㼚㻌㼛㼒㻌㼎㼞㼛㼍㼐㻌㼍㼟㼜㼑㼏㼠㼟㻌㼛㼒㻌㼠㼔㼑㼒㼡㼠㼡㼞㼑㻌㼟㼛㼏㼕㼑㼠㼥㻌㼍㼚㼐㻌㼠㼔㼑㻌㻳㼞㼛㼡㼜䇻㼟㻌㻯㼛㼞㼜㼛㼞㼍㼠㼑㻌㻼㼔㼕㼘㼛㼟㼛㼜㼔㼥㻚㻵㼚㻌㼏㼛㼚㼐㼡㼏㼠㼕㼚㼓㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼍㼏㼠㼕㼢㼕㼠㼕㼑㼟㻌㼎㼍㼟㼑㼐㻌㼛㼚㻌㼠㼔㼑㻌㻲㼡㼞㼡㼗㼍㼣㼍㻌㻱㼘㼑㼏㼠㼞㼕㼏㻌㻳㼞㼛㼡㼜㻌㻼㼔㼕㼘㼛㼟㼛㼜㼔㼥㻲 㼡㼞㼡㼗㼍㼣㼍㻌㻱㼘㼑㼏㼠㼞㼕㼏㻌㻳㼞㼛㼡㼜㻌㻯㻿㻾㻌㻯㼛㼐㼑㻌㼛㼒㻌㻯㼛㼚㼐㼡㼏㼠㻌㼐㼑㼒㼕㼚㼑㼟㼍㼚㼐㻌㻯㼛㼞㼑㻌㼂㼍㼘㼡㼑㻘㻌㼠㼔㼑㻌㻲㼒㼡㼚㼐㼍㼙㼑㼚㼠㼍㼘㻌㼞㼡㼘㼑㼟㻌㼛㼒㻌㼎㼑㼔㼍㼢㼕㼛㼞㻌㼠㼔㼍㼠㻌㻲㼡㼞㼡㼗㼍㼣㼍㻌㻱㼘㼑㼏㼠㼞㼕㼏㻌㻳㼞㼛㼡㼜㻌㼑㼤㼑㼏㼡㼠㼕㼢㼑㼟㻌㼍㼚㼐㼑㼙㼜㼘㼛㼥㼑㼑㼟㻌㼟㼔㼛㼡㼘㼐㻌㼒㼛㼘㼘㼛㼣㻌㼒㼞㼛㼙㻌㼠㼔㼑㻌㼜㼑㼞㼟㼜㼑㼏㼠㼕㼢㼑㻌㼛㼒㻌㼏㼛㼞㼜㼛㼞㼍㼠㼑㻌㼟㼛㼏㼕㼍㼘㻌㼞㼑㼟㼜㼛㼚㼟㼕㼎㼕㼘㼕㼠㼥㻚3

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
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Environment

About the Sustainability Committee

Consumer Issues

Community
Involvement

Data

Materiality

The Sustainability Committee was established to consolidate discussions on sustainability within the Furukawa Electric Group and further
enhance the quality and speed of implementation thereof.

Furukawa Electric Group Vision 2030 and Important Management Issues

The committee is chaired by the President, vice-chaired by the General Manager of the Strategy Division, and composed of members of
top management. It meets to discuss sustainability issues that concern the Furukawa Electric Group and makes proposals and reports to
the Board of Directors. The Corporate Sustainability Office serves as the secretariat, and the committee will generally meet twice a year.

In order to achieve the “Furukawa Electric Group Vision 2030” (hereinafter, “Vision 2030”), we are promoting ESG management, whichaims sustainable growth of the Group and medium- to long-term growth of corporate value. We have defined “materiality” as important

The Sustainability Committee focuses on the following items:

management issues that the Group should address in order to achieve Vision 2030, and we defined materiality in terms of both revenue
opportunities and risks, in accordance with the process of identifying important management issues. By working on the materiality, we will

the Sustainability Policy

achieve Vision 2030 and contribute to the achievement of the SDGs.
In fiscal 2022, Furukawa Electric formulated the new four-year Medium-term Management Plan, "Road to Vision 2030 -Transform andbasic matters and current progress on materiality related to revenue opportunities and risks

Challenge-", which will end in fiscal 2025, in order to realize the goals of Furukawa Electric Group Vision 2030. The 2025 Mid-term Plan

disclosure of basic information related to sustainability

defines the vision for 2025 as an intermediate point in the backcast from Vision 2030.

SDG activities and community/social activities
Medium-term Management Plan 2022-2025

other important sustainability issues
Additionally, as risk materiality matters are closely related to risk items concerning management of the Group, they are therefore handled incoordination with the Risk Management Committee.

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Fair Operating
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From the perspective of revenue opportunities, in order to help solve various social issues through the business activities of the Group, we

Consumer Issues

Community
Involvement

Data

Process of Identifying Important Management Issues

found it indispensable to devise a transformation from the conventional “Product-Out” approach to “OutsideIn” approach and identified the“creation of businesses that solve social issues” as materiality. Examples of these include the “creation of businesses that support the next

We identified materiality in the following steps 1-3. Regarding reviewing the materiality at FY 2021, Japan's Corporate Governance Codegeneration infrastructure,” which will serve as the foundation of the society anticipated in Vision 2030, and the “creation of environmentally

was added to one of the “External factors”, and important measures of the 2025 Mid-term Plan and business-related Risks were added tofriendly businesses,” which contribute to the realization of a decarbonized society and a recycling-based society. We also accelerate theone of the “Internal factors” in Step 1.

“creation of social issue-solving businesses” through the slogan “Open, Agile, Innovative,” which reflects the desire to become a company

Concerning the “importance to achieving Vision 2030” in Step 2, based on the change of recent business environments and the increase inthat actively transforms itself, and the “Building partnerships with various stakeholders,” focusing on co-creation with others. We will alsosocial requests, “human right and labor practices” was moved to high area. We assume “realize longer healthy life expectancy” as one ofwork on improving capital efficiency, including cost of capital.

the social issues we can contribute to, “health & welfare” was also moved to medium area.
Taking consistency with the measures of the 2025 Mid-term Plan, employee satisfaction and intangible assets were revised to “employee

On the other hand, from a risk perspective, in order to achieve sustainable growth, it is essential that companies develop businessengagement” and “intellectual assets”, respectively.

activities that take into account climate change, and we see this as materiality. In addition, in order to become a company that activelytransforms itself, we will strengthen the foundation of ESG management and reduce the cost of capital by focusing on the materiality of“strengthening human capital management and organizational execution abilities” and “building a governance system for strengthening risk
management” including corporate governance.
In addition, based on the change of recent business environments and the increase in social requests, “human right and labor practices”
was added as the fourth sub-materiality of “building a governance system to strengthen risk management” at FY 2021.

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Fair Operating
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Data

Consideration of SDGs Priority Issues Based on Value Chain Mapping

Furukawa Electric Group’s efforts towards the SDGs

Using the value chain mapping of the SDG compass, we examine whether the Group’s current major products contribute to the 17 goals
and 169 targets of the SDGs, and we are proceeding to identify the Consideration of SDGs Priority Issues Based on Value Chain Mapping
SDGs that the Group should prioritize. Here, we would like to introduce the results of discussions by all of our executive officers and senior

Sustainable Development Goals (SDGs)

fellows that have distinctive effects and impacts.

The Sustainable Development Goals (SDGs) are the successor to the Millennium Development Goals (MDGs) established in 2001, andare international goals for a sustainable and better world by 2030, as stated in the "2030 Agenda for Sustainable Development" adopted

Communications Solutions - Optical fiber & cable products

unanimously by the member states at the UN Summit in September 2015. It consists of 17 goals and 169 targets, and pledges to "leave noone behind" on the planet.

䚾 Increasing positive impacts䚿

Optical fiber and cable products will contribute to the development and expansion ofsustainable and robust communication infrastructure, as well as safe and resilient urban

SDGs and the Furukawa Electric Group Vision 2030

development, in light of the progress of 5G and the further increase in communication
traffic caused by the COVID-19 crisis.

The DNA of the Group is based on the words of the founder Mr. Ichibei Furukawa: "value employees, value customers, value newtechnology, and contribute to society. We believe this idea will lead to the ESG management and SDGs adopted by the United Nations.

䚾 Minimizing negative impacts䚿With these thoughts of the founder and the SDGs in mind, we have formulated the Furukawa Electric Group Vision 2030 (hereinafter

As we recognize that reducing greenhouse gas (GHG) emissions in the manufacturingreferred to as "Vision 2030"). Vision 2030 is a vision of the Furukawa Electric Group's "ideal state" for the year 2030, the year in which theprocess is an important issue, we are promoting various measures such as energy saving

SDGs will be achieved, based on the assumptions of international and regional social issues that are highly relevant to the Group. The

at manufacturing plants.

Group will achieve Vision 2030 and contribute to the achievement of the SDGs by addressing the important management issues(materiality) that must be addressed in order to achieve Vision 2030.
Energy Infrastructure - Submarine transmission cables for offshore wind power generation

Important management issues (materiality)䚾 Increasing positive impacts䚿

We will contribute to the realization of a decarbonized society by supplying and laying
submarine and underground cables, which are indispensable for building interconnections
between renewable energy power sources such as offshore wind power generation andpower grids.
䚾 Minimizing negative impacts䚿

In the process of laying submarine cables, we are taking care to minimize the impact on
the marine environment.

Automotive Products - Aluminum wire harnesses䚾 Increasing positive impacts䚿

The use of wire harnesses that use aluminum wires, which are lighter than copper,
contributes to the realization of a decarbonized society by reducing the weight ofautomobiles and improving energy consumption through an improvement in fuel efficiency.
䚾 Minimizing negative impacts䚿With regard to energy use in the manufacturing process, we are promoting an improvementin the ratio of renewable energy use, in addition to energy saving at manufacturing plants.

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Fair Operating
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Electronics Component Materials - Oxygen-free copper wire

Consumer Issues

Related videos

䚾 Increasing positive impacts䚿

Oxygen-free copper wire is used in drive motors for electric vehicles and hybrid vehicles.
The use of this product improves the efficiency of clean energy utilization and contributes
to the realization of a decarbonized society.
䚾 Minimizing negative impacts䚿

In the manufacturing process, we will increase the percentage of recycled copper andmake effective use of natural resources.

Functional Products - Thermal products䚾 Increasing positive impacts䚿

Thermal products with high-performance heat dissipation and cooling mechanisms improvethe efficiency of energy consumptionand reduce running costs at datacenters.
This is one of the applications of these products and this positive impact in terms of power
consumption volume has attracted worldwide attention. They also contribute to high-speed
and high-capacity
䚾 Minimizing negative impacts䚿

Environmental Vision 2050

With regard to energy use in the manufacturing process, we are promoting an improvement
in energy saving and the ratio of renewable energy use at manufacturing subsidiaries.

Working with Local Communities to Achieve SDGs
The Company promotes the following initiatives
Registration with the Japanese Cabinet Office's "Public-Private Partnership Platform for Local SDGs
Registration as the Tochigi Prefecture SDGs Promotion Company
Registration as the Kanagawa Prefecture SDGs Partner

Activities for in-house penetration
the Group is promoting efforts to help employees understand the connection between the SDGs and their services. While promoting
businesses that start with social issues, the Group is promoting activities so that employees can develop activities with an awareness of
the SDGs in their own work.

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Community
Involvement

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Fair Operating
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Overview of Corporate Governance System

Corporate GovernanceWe consider that the effectiveness of the audit on the execution of the duties by the Directors is secured, based on the coordination withthe accounting auditors and the internal auditing department, while maintaining the institutional independence of the Audit & Supervisory
Board Members and of the Audit & Supervisory Board from the Board of Directors. We have therefore adopted the current “Audit &Basic Views and Guidelines on Corporate GovernanceSupervisory Board” type of the corporate governance structure. In addition, we have a “Nominating/Compensation Committee,” majority
members of which are outside directors to complement oversight function of the Board. This Committee consists of five or more members

Basic Views on Corporate Governanceselected from among the Directors by the Board of Directors, with a majority of the members being Outside Directors. The chair of theNominating/Compensation Committee is selected from among the Committee members, generally from among Outside Directors.

Based on the "Furukawa Electric Group Corporate Philosophy", we enhance our management performance responding appropriately tochanges in the business and market environment by prompt business decision making as well as with transparency and fairness. At thesame time, we ensure sound management by developing and establishing an effective internal control system. With these, we will expand

Corporate Governance Organization Chart

and develop our business on a sustainable basis and increase our corporate value. Furthermore, we seek to strengthen and enhance ourcorporate governance, in accordance with the followings:
1. We secure the rights and equal treatment of shareholders;
2. We consider interests of stakeholders including shareholders, and cooperate appropriately with them;
3. We ensure appropriate information disclosure and transparency;
4. Given its fiduciary responsibility and accountability to shareholders, the board of directors carries out effective oversight ofmanagement from objective standpoint, respecting the independent directors' role for the oversight;
5. We engage in constructive dialogue with shareholders who have investment policies in accordance with interests of mid- to long-term
shareholders.

Guidelines on Corporate Governance
Based on "Basic Views on Corporate Governance", we adopted "Guidelines on Corporate Governance" as a policy for enhancing ourcorporate governance.

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Data

Audit & Supervisory Board

Oversight and Supervising

Audit & Supervisory Board and each its member auditor collect information about management under statutory investigation authority andBoard of Directors

report and express their views to the board meetings and the management from an independent and objective standpoint as a fiduciary toshareholders.

Given its fiduciary responsibility and accountability to shareholders, the board is responsible for promoting sustainable corporate growth

Auditors ensure coordination with internal audit department through regular meetings, and report the policy, plan and result of auditing toand the increase of corporate value over the mid- to long-term and enhancing earnings capability and capital efficiency. The board

the board regularly.

oversights and determines the matters listed below:

Full-time auditors attend the meetings such as Management Committee which decides major business matters, and they report information
obtained from these audit activities to the non-Full-time and outside auditors.

1. Determination of corporate governance-related matters;

We strengthen our audit function by appointing an assistant staff to the auditors who is dependent of management.

2. Establishment and amendment of business strategies and oversight of execution of such strategies and plans by management;

At present, the Audit & Supervisory Board consists of 6 members (3 members are outside and independent).

3. Setting capital allocation policy;
4. Appointment and dismissal of executives including representative director and corporate vice president, and determination of theBusiness Operation

remuneration of them (including delegating these to Nominating/Compensation Committee);President is responsible for management of our whole business operation as a chief executive under the board’s oversight.

5. Establishment of an internal control system relating to compliance and financial reporting and risk management systems, andOur business consists of 12 business divisions, and General Managers of each division are responsible for leading each businessoversight of them;

operation including subsidiaries and affiliated companies management.

6. Decision on important business matters;

We also appoint General Managers of Communications Solutions Division, Energy Infrastructure Division, Electronics Component Material
Division, Functional Products Division and Automotive products Division in order to supervise closely related business divisions.

7. Others prescribed by the applicable laws and regulations etc.

In addition, we appoint General Manager of Global Marketing Sales Division that are responsible for our group’s sales and marketing
At present, Furukawa Electric’s Board of Directors consists of 11 Directors, five of whom are Outside Directors (all independent officers).

entirely, and General Managers of Corporate Divisions that are responsible for planning group strategy and assisting operation.

The Board is chaired by the Chairman, who is a non-executive director without the representative right of the Board of Directors.

These officers are members of the Management Committee, which is the highest decision-making body of business operation.

Outside directors have rich management experiences in financial institutions, trading companies or manufacturing companies, andManagement Committee, held 3 times a month basically, deliberates and determines major operational matters. Further, their businessexpertise in the field of legal, finance/accounting or industrial governmental policy etc., in addition to the knowledge of our business area.

affairs and operation are quarterly reported to the Committee to foster common understanding of company business among them and

The board respects their views and opinions based on their variety of experiences in making its decision.

integrated business operation as a whole.
These business affairs and operation are also quarterly reported to the board.

Evaluation on the effectiveness of the Board of Directors

Reinforcing Internal Control

We conducts an annual evaluation of the effectiveness of the Board of Directors and publishes a summary of the results.

Furukawa Electric establishes, develops and operates its internal control for the purpose of efficient execution of responsibilities,
compliance, risk management, information management and group company management.

Nominating/Compensation Committee

For further details, please refer to "Systems for ensuring compliance of directors' execution of duties with laws, regulations and the Articles

We established the Nominating/Compensation Committee, replacing the former Compensation Committee in May 2015.

of Incorporation and soundness of other operations".

The committee's aim is to enhance our corporate governance securing the objectivity and transparency as to nominating andcompensation for directors etc. The committee consists of 5 or more members, majority of which shall be outside directors, appointed fromdirectors by board resolution. In principle, the chairperson of the committee is selected from among the outside directors by mutual electionof the committee members.
At present, the committee consists of 7 members (5 outside directors).

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Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Examples of Management Perspective Risks

Risk Management

Business Portfolio

Human resources and organization

Climate change (carbon neutral)

Quality (product defects)

Creation of new business

Examples of Operational Perspective Risks

Risk Management Committee

Employee health and safety

The Furukawa Electric Group has established the Risk Management Committee, chaired by the President, vice-chaired by the General
Manager of the Risk Management Division, and consisting of members at the management level, to deliberate, supervise, and promote theSee ”Business-Related Risks” for details.

Group's risk management, internal control, and compliance issues.
The Risk Management Committee provides a bird's-eye view of risks by assessing risks from the management and operational perspectives,and determines important risks that must be addressed on a company-wide basis and prioritized for action. In addition, we have establishedspecial committees to focus on the management of risks that are considered highly important, such as quality control, health and safety

In the event a large-scale disaster occurs or other such risk materializes, Furukawa Electric Group will establish Emergency Response(including health and safety), environment, and disaster prevention and business continuity management (BCM). In addition to these systems,

Headquarters, headed by the president, and Site Response Headquarters that defines each department's roles and clarifies them ahead ofwhen important decisions are made by the Board of Directors, the Management Committee, or through the approval process, etc., the risks

time. We also conduct regular exercises on preparing initial action manuals, stockpiling necessary supplies, and setting up communication

anticipated from such matters are clearly stated in documents, etc., and decisions are made based on an awareness of these risks.

structures and systems to confirm people's safety.

BCM (Business Continuity Management) activities
Furukawa Electric Group, fully aware of its social responsibility, has formulated a Business Continuity Plan (BCP) and will work on BusinessContinuity Management (BCM) based on the following basic policy in order to minimize damage and continue business activities even in theevent of unforeseen risks such as natural disasters and infectious diseases, etc.

Furukawa Electric Group BCM Basic Policy, established in June, 2009
1. Respect for human life
We place the highest priority on ensuring the lives and physical safety of all employees, their families, local society, customers
and all other stakeholders.
2. Prevention of the expansion of damage
We will strive to prevent the occurrence of secondary disasters (fire at company facilities, environmental pollution, etc.).
3. Continuity and early restoration of important businessAs a socially useful company, we will aim to continue important business as far as possible and even if it is suspended, to restore

Promotion Framework

it at an early date.
4. Local contributions

Overview of the Risk Management and its Structure

As a company trusted by society, we will strive to cooperate with local residents and local authorities.
5. Implementation of business continuity management

Our Risk Management Committee evaluates risks from the management and operational perspectives to identify important risks that must be

We will constantly review and improve our business continuity plan, aimed at becoming a company that is trusted by stakeholders

addressed on a company-wide basis, and prioritizes countermeasures. In each area, the committee promotes risk management related toand resistant to risk.

business activities through the activities of various specialized committees, such as the Environment, Quality, Safety, and Disaster Prevention.

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Promotion in obtaining ISO certification

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Response to COVID-19 infections

In order to strengthen the business continuity activities, we are actively working to obtain ISO22301 certification, the international standard for

As a countermeasure against the new coronavirus (COVID-19) infectious disease that expanded in February 2020, we have established ourthe business continuity management systems (BCMS). In addition to the already certified “laser diode products business” (Chiba Works) andnew coronavirus response policy and guidelines in accordance with the instructions and policies of the government and Keidanren, and we“copper wire products business” (Mie Works) and “copper and copper alloy products (the original products) business” (Nikko Works) obtained

have established three measures to prevent denseness in the workplace. We thoroughly manage people who are in poor physical condition

the certification.

and strive to maximize the safety and health of employees, their families, and other related people.
In addition, taking the opportunity of promoting remote work, we are promoting various measures aimed at instilling and establishing new work
styles for after-corona. As a result, it has led to improvements such as the introduction of an electronic signature system and the penetration ofteam learning that enhances teamwork between employees.

Information Security
Information security is considered one of the highest priority risks Furukawa Electric Group has to handle. Therefore, we promote various
countermeasures through intergroup collaboration by exchanging information among the related divisions, from the perspectives of protecting
information systems and intellectual property as well as information management.
FY2019 BCM exercise ( at Mie Works)

Cyber security
Cooperation Exercise between Head Office (Emergency Response Headquarters) and Business Sites (Affected Areas)

As a technical measure against cyber security risks, which arebecoming more sophisticated and serious every year, we introduced an

In the event that a business site suffers extensive damage due to a natural disaster, etc., it is necessary to smoothly coordinate with the head

EDR system*1 in FY2021, which monitors the behavior of PCs and otheroffice's emergency response headquarters and work as a team to achieve business restoration as quickly as possible. To prepare for such an

terminals and blocks unauthorized external communications, in place of

event, we conduct an annual drill to ensure coordination between the head office (emergency response headquarters) and business sites

conventional anti-virus software. As an organizational measure, in fiscal(affected areas).

2017 we began the activities of the "Furukawa Electric CSIRT*2" toIn fiscal 2021, we conducted a study on business restoration five days after the occurrence of a disaster, based on the assumption that the

promptly respond to incidents, large and small, of the Group.

Nikko site was damaged by a major earthquake, by remotely connecting the site and the head office in the event of an actual disaster.

In preparation for a situation in which Group companies and supply

The task force in the affected area, the plant, the headquarters emergency task force, and the sales and planning departments participated inchains are targeted and damage expands, we are exploring ways tothe study to examine the procedures for dispatching recovery support teams to the affected area and the production recovery policy, including

respond to incidents involving Group companies, and in FY2021 wealternative production of products, to verify the effectiveness of the current process.

conducted cyber incident response training in collaboration with theWe will steadily improve the issues identified in the exercise and promote employee training to further strengthen the resilience of critical

CSIRT organizations of domestic affiliates in the automotive parts

business continuity.

business. In the future, we intend to expand the program to Group
companies in other business domains, aiming to establish a global cybersecurity system for the Group.
*1 EDR System: EDR (Endpoint Detection and Response) is an information security product that monitors PCs and other terminals (endpoints) to detect andrespond to abnormalities. Unlike conventional antivirus products that prevent virus infection and attacks, EDR is designed to detect viruses and respond quickly
after infection, based on the premise that unauthorized access or other attacks will occur.
*2 CSIRT: The abbreviation of “Computer Security Incident Response Team”. The team is prepared to cope with the occurrence of cyber incidents.

Personal information protection
In preparation for the enforcement of the revised Personal Information Protection Law in April 2022, we informed employees of the revisions at
in-house compliance seminars (November 2021) and during Information Security Month (February 2022).
In addition, the Personal Information Protection Law in China went into effect in November 2021, and together with the Legal Department, wealerted our offices in China, provided guidance on how to respond, and took action when personal information is transferred from the local site.

FY2021 Head Office - Disaster Area Cooperation Exercise(at the headquarters meeting room)11Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

EnvironmentIntellectual Property Risks

Consumer Issues

Community
Involvement

Data

Compliance

The Company aims to stabilize the management by strategically creating the intellectual property rights based on the patent portfolio
management that grasps the trends in the other companies, also by decreasing the intellectual property risks.
The intellectual property risks are divided into four categories: “Rights infringement risks”, “Counterfeit products risks”, “Contract risks” andBasic Approach“Technology leakage risks” and continuously arousing risk responses. For example, against the “Technology leakage risks”, the following
measures are taken: “Technology concealment of the development site and the production site”, “Information maintenance strengthening withthe time stamp system”, etc.

Furukawa Electric Group regards compliance as "not only observing laws and regulations, but also as acting in accordance with the values

We also develop the intellectual risk reduction activity in Furukawa Electric group globally, based on the implementation of the systematicand ethics required of the company and its employees as responsible members of society". Each and every employee is encouraged totraining of Furukawa Electric Group in domestically and internationally, the regular issuance of the newsletters introducing efforts to reduce

perform day-to-day compliance activities in line with our three musts for compliance activities: to "be aware", "speak" and "rectify".

intellectual property risks, by the President awards for excellent inventions and activities, etc.

1. Be aware
Is this in line with the philosophy and CSR Code of Conduct?

Challenges and Future Policy

Is this an improper practice?
Following our international business development, risks that Furukawa Electric Group faces are becoming more diversified and complicated

Does this run counter to society's requirements and expectations?

each year. We particularly recognize that risks inherent in overseas operationsʊ mainly in emerging countriesʊand risks from the supply
chain standpoint are our top priority issues, and we will be strengthening our countermeasures against them.

2䠊 SpeakEspecially, we established an emergency response system in the Furukawa Electric Group and has been striving to minimize adverse effects
of COVID-19 on the Group. While assessing changes in the environment in the future, we will implement necessary countermeasures in a

Do not neglect it.
Three Musts for Compliance Activities

prompt and flexible manner.

Talk about it openly.

Targets and Results (Risk Management / Internal Controls / Compliance)

If still not sure, take it to your boss.
䠖Achieved

䠖Partially achieved

FY 2021

Thorough Compliance

Advanced risk
management for the entire
group

Strengthening cybersecurity measures

As soon as you become aware of it, fix it.

FY 2022

Targets

Results

Compliance seminar focused on
Anti-Bribery and Competition law
will be planned at China andSouth-east Asia area by using
the on-line meeting.

Remote compliance training for
local staff and expatriates in
Malaysia.

Conduct e-learning on antibribery and competition law, as
well as education in Mexico(remote meetings).

PDCA will be achieved by fusing
top-down management
perspective and bottom-up risk
recognition throughquestionnaires.

Conduct risk assessment fromthe management perspective
and promote the expansion anddeepening of risk control
activities within the group by
integrating bottom-up risk
recognition throughquestionnaires.

Prioritize risks and continue toexpand and deepen risk control
activities.

Information security educationand e-mail response training areconducted annually.
Our CSIRT* strengthens theincident response capabilities ofthe entire group, and conducts
exercises with affiliatedcompanies.

Conduct education and training,and expand the establishment ofincident response organizations
in group companies.

Co-create with group companies
and departments under thejurisdiction of our company
regarding the implementation of
education and training and the
response to audits.

3. Rectify

䠖Not achieved

Achievement

Always improve.

Targets

Training and Raising Awareness among Employees
We conduct a host of training and awareness activities in the aim of instilling compliance awareness among all employees. Our primaryshared educational materials are the Furukawa Electric Group CSR Code of Conduct and its corresponding Furukawa Electric Group CSR
Compliance Handbook. We distribute this handbook to Furukawa Electric Group employees and take many opportunities to make use of it.
We conduct compliance education for employees at every level of the Company, from new recruits to directors. At the same time, we holdtheme-based group training and e-learning courses, and conduct groupwide compliance education.

Initiatives in Compliance Months
Furukawa Electric Group has designated October and November as Compliance Months, during which we implement measures aimed attackling the variety of compliance issues faced by companies across our Group.

* CSIRT: The abbreviation of “Computer Security Incident Response Team”.
The team is prepared to cope with the occurrence of cyber incidents.

12Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Employee Compliance Awareness Surveys

Consumer Issues

Community
Involvement

Data

Requirements of Furukawa Electric Group Anti-Bribery Statement

The Group continues to conduct a compliance awareness survey every other year. The purpose of the survey is to ascertain the current

1. Do not give, offer, promise, accept or demand, directly or indirectly, anyone a bribe.

status of the organization by investigating how individual executives and employees feel about compliance and organizational culture and

2. Ensure that payments to Government Officials are made according to adequate approval procedures and are reviewed appropriately.

to utilize the results for compliance promotion measures within the group. The results of the survey are fed back to participating group

3. Are fully aware of, and comply with the applicable anti-bribery laws and the Furukawa policy through training programs andcompanies for use in the formulation of compliance measures at each company. In FY2021, we reviewed the questions from thecommunication of the policy. Employees, agents and Business Partners are furthermore required to declare compliance to applicable

perspective of "Business and Human Rights" and conducted the awareness survey.

anti-bribery laws and the Furukawa Electric Group policy.
4. Engage only with legitimate and transparent Agents and Business Partners, after performing adequate due diligence procedures on

Internal Reporting System

the Agent or the Business Partner.
5. Regularly assess Bribery Risks concerning the business of the company.

The Group has introduced an internal reporting system for early detection and correction of misconduct. Furukawa Electric has established
not only the internal reporting desk but an external reporting desk (Furukawa Electric Group Hotline) using a third-party organization

6. Maintain record keepings and financial controls to enable demonstration of compliance with anti-bribery laws and the Furukawa

outside the company, both of which allow employees to make reports anonymously. While giving full consideration to ensure that theElectric Group policy.

informant does not suffer any disadvantages, the internal reporting secretariat strictly manages the content of reports, investigates them
promptly, and takes appropriate measures. Furthermore, depending on the content of the reports, we have an established system to

7. Regularly review and update its policy and controls where necessary to prevent bribery.

ensure fairness by seeking opinions from outside experts. We also have introduced an internal reporting desk for overseas group

8. Promptly report any suspected violations of the applicable anti-bribery laws or the Furukawa Electric Group policy by any of thecompanies, and as of the end of FY2021, 48 companies in 17 countries had introduced it.

Group’s Employees, Agents or Business Partners, so that any violations or suspected violations are dealt with timely.

Security Trade Control

Challenges and Future Policy

Furukawa Electric Group considers security trade control to be one of its most important responsibilities as a company with global business

Regarding the various legal compliance measures wehave taken to date, we recognize as a Group that ourtask is to expand the scope ofoperations. In accordance with the laws and regulations that make up the international framework on security trade control (the export

participation of Groupcompanies. Going forward, we will try to raise complianceawareness by focusing on more effective educationcontent

control regime), we have improved and strengthened our management systems for cargoes and technologies that can be converted towith a Group perspective and enhancing its globalimplementation system. We will also hold more compliance seminars taking account of

weapons or military uses. In exporting products and providing technology, we conduct transaction screenings based on our Security Trade

local laws, languagesand customs, encouraging individual initiative under theslogan “Think and conduct compliance together”.

Control Regulations to ensure compliance with relevant legislation and are careful to prevent circumvent to countries of concern.
Targets and Results (Compliance)

Anti-Bribery
Furukawa Electric Group formulated the Furukawa Electric Group Anti-Bribery Statement in April 2012. In December, we published the
Furukawa Electric Group Anti-Bribery Guide (revised to the second edition in May 2018), and we are promoting activities toward creating agroupwide bribery risk management system.
Furukawa Electric Group Anti-Bribery Statement (English)ྂἙऄᕤ㞟֝⚗Ṇ⾜ཷ带ᇶᮏ᪉୓䠄୰ᩥ䠅

13

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Community
Involvement

Consumer Issues

Data

Establishment of Remedy Mechanisms

Human Rights

For employees, the Group has established an internal whistleblower system with an internal contact point and an external contact point
using an external third-party organization for reporting negative impacts on human rights. For stakeholders other than employees, inaddition to the existing “Inquiries other than product inquirers” window on the website, the Group joins the “Japan Center for Engagement

Basic Approach to Human Rights

and Remedy on Business and Human Rights” (JaCER), which was established by the CSR Committee of the Japan Electronics andInformation Technology Industries Association (JEITA).

Based on the Furukawa Electric Group Philosophy, the Group fully understands that the human rights of all people affected by its business
Inquire about human rights (Jump to JaCER's Form)

activities must be respected as it develops its global business, and respects human dignity and all internationally recognized human rights.
We also promote initiatives to respect human rights in line with the United Nations Guiding Principles on Business and Human Rights,
which require companies to “commitment of human rights policies,” “implement human rights due diligence,” and “establish remedy

Participating in the UN Global Compact

mechanisms”.

The 10 principles of the UN Global Compact include principles related to human rights, such as support and respect for the protection of

Furukawa Electric Group Human Rights Policy

human rights, not being complicit in human rights abuses, elimination of forced and compulsory labor and abolition of child labor. The
Group company supports the UN Global Compact and has participated in it since February 2020.
This fiscal year, the Company participates in the human rights subcommittees of Global Compact Network Japan, as below.

In accordance with the International Bill of Human Rights (Universal Declaration of Human Rights and International Covenants on Human
Rights), the ILO Declaration on Fundamental Principles and Rights at Work of the International Labour Organization (ILO), and the UN
Guiding Principles on Business and Human Rights, the Group established the Furukawa Electric Group Human Rights Policy on January

Human Rights Due Diligence Subcommittee

27, 2020.

Supply Chain Subcommittee

Furukawa Electric Group Human Rights Policy established

Targets and Results
Implementation of Human Rights Due Diligence

Results of Efforts in FY2021䠄Human rights䠅

In response to changing social demands for human rights, such as forced labor, child labor, and discrimination, as well as growing interest

Initiatives Target

in human rights throughout the supply chain, the Group began efforts to implement human rights due diligence in FY2021.
In FY 2021, 79 of our domestic and overseas group companies were evaluated on human rights by conducting a Self-Assessment

Contents
The Furukawa Electric Group Safety and Health Committee

Questionnaire (SAQ) based on the Furukawa Electric Group CSR Procurement Guidelines (Third Edition), which is based on the RBA

Human rights / Safe and health educations according to rank

(Responsible Business Alliance) Code of Conduct. The results of the SAQ did not reveal any significant negative human rights impacts, but

Exchange of opinions between labor and management

we plan to take necessary corrective actions and measures based on the results of the separate compliance awareness survey of
Employeeemployees.

Compliance Month Activities
Dissemination of General Manager's Message

In addition, as part of our human rights due diligence, we will provide education to our Group's managers on the potential and actual

Activities to understand and disseminate the Furukawa Electric Group CSR Code of Conduct

negative impacts on human rights (human rights risks) that they may be involved in through their corporate activities, starting in FY2022.

Education on harassment and working hour management

This initiative has been set as a sustainability indicator as "the percentage of managers receiving education on human rights risks," and we

Education on competition law and bribery, etc.

aim to achieve 100% education implementation rate for global managers in FY2025. We will progressively expand this initiative from thedomestic group to overseas to prevent and mitigate human rights risks.

Organizing Partners' Meetings

As part of our human rights due diligence efforts in the supply chain in FY 2021, the Procurement Department served as the contact point
Business partners

for an SAQ survey based on the CSR Procurement Guidelines, covering 56 of our major Partners*. Although no major risks were identified
by now, we are working to ensure that the human rights initiatives of the Group are understood through ongoing communication andConducted SAQ surveys (56 companies) and dialogue based on the Furukawa Electric Group CSR
Procurement Guidelines
Implementation of CSR questionnaire

dialogue between the procurement department of the Group and its partners. We plan to gradually expand the scope of this activity in the
future.

Targets and Results䠄Human rights䠅

Supply Chain Initiatives
Indicator

Result of the FY2021

Percentage of managers trained on human rights risks-

Target of FY2022

Target of FY2022* We refer to our supplier as “Partners” who co-create value.

14

Start with domestic
groups companies

100% in Global

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Safety and Health Activities Presentation Meetings

Occupational Health and Safety

We have been holding presentation meetings on Furukawa Electric Group’s safety andhealth activities and awarding the best with commendations. In fiscal 2021, to prevent the
spread of COVID-19, we held the presentation meetings online. And eleven teams were

Basic Approach to Occupational Health and Safety Management

selected from the SBUs (including five teams from group companies) to give presentations
and receive awards from the president.

In addition to basic legal compliance, Furukawa Electric Group prioritized initiatives that promote "becoming a safety conscious person" and"realizing fundamental safety." Our basic approach is to aim for zero accidents and zero illness through safety activities focusing on three
initiatives, that is, safety management in addition to the abovementioned two initiatives.

Safety and Health Activities Presentation at an online
meeting

Basic Policy on Health and Safety Management

Endeavor to eradicate accidents by inspections and management in accordance with the Industrial Safety and Health Act.

Site Inspections by Officers

Nurture safety conscious persons that can notice and avoid danger by pointing & calling and by complying with rules.
Realize “fundamental safety” in which people and facilities are separated to eliminate unsafe conditions.

Furukawa Electric’s safety officers make site inspections at Furukawa Electric Co., Ltd. andRaise the quality of safety management by implementing SIDIS cycle based dialogue, empathy and standardization.

group companies whenever an accident occur s and in accordance with performance in theprevious fiscal year. They confirm how appropriate the safety measures are, and check the

Promote mental and physical health improvement by Furukawa Electric group’s health management activities.

extent to which these measures have become firmly established. In addition, theyexchange opinions with a view to achieving fundamental safety, and work hard to prevent
any recurrences. We conducted site inspections of six sites in fiscal 2021.However, toPromotion Systemprevent the spread of COVID-19, there were cases when it was not possible to conduct thesite inspections. Instead of site inspections, we broadcasted video of the site and held
online meetings to exchange opinions.

Furukawa Electric Group has established the Furukawa Electric Group Occupational Health & Safety Committee (on which the President serves

Site inspectns by officers

as committee chairman) as the highest body for promoting occupational health and safety at a group level. The committee membership is
composed of executives, and carries out deliberation, decision-making and follow-up activities for Furukawa Electric group as a whole in respect toWork Accident Occurrence Statuspolicies and initiatives in health and safety.

In terms of its performance in fiscal 2021, Furukawa Electric recorded three “accidents with lost working days”, and failed to meet its targetof “zero accidents with lost working days”. The frequency rate of accidents resulting in time off work*1 increased to 0.32 in Furukawa
Electric only and increased to 0.25 among all Group companies in Japan*2. We will continue to work on safety and health activities with theaim of achieving zero accidents with lost working days.
*1 Frequency rate = (No. of casualties / Total actual work hours) x 1,000,000*2 The calculation for fiscal 2021 covered full-time employees and temporary
staff at Furukawa Electric and 32 Group companies in Japan.
*3 Data on all industries and the whole manufacturing industry is from Ministryof Health, Labor and Welfare survey resultsFrequency rate of accidents resulting in time off work

Promotion Framework

15

Organizational
Governance

Basic Approach

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Meanwhile, the 2021 accident frequency rate for the whole Group including overseas Group companies was 0.31. This included accidents

Consumer Issues

Community
Involvement

Data

Strengthening Passive Smoking Measuresboth resulting in and not resulting in time off work.

Since fiscal 2003, the Company has fully embraced efforts to curb the smoking of tobacco and taken steps
to prevent exposure to secondhand smoke and promote non-smoking lifestyles. We have achieved thePlease see below for companies included in the calculation.

Company-wide goals of no smoking during working hours (FY2017) and no smoking on the premises
List of all applicable companies䠖Occupational Health and Safety - Scope of the frequency rate of accidents resulting in time off(FY2020). The smoking rate of male employees decreased from 53.3% in fiscal 2002 to 22.5% in fiscal

work2021, an indicator that our initiatives have had a positive impact on the lifestyles and habits of ouremployees. We will continue to assist smokers as they work to quit smoking.

Targets and Results (Accidents)

䠖Achieved

䠖Partially achieved

FY 2021

䠖Not achieved

FY 2022

Targets

Results

Achievement

Zero “accidents with lost working days”

Three “accidents with lost working days”

Non-smoking poster

Targets

Initiatives to Improve Health Literacy and Presenteeism

Zero “accidents with lost working days”

Improvements in the health consciousness of employees are an important part of improving their health. Since fiscal 2018, we have had
each employee state their health goals in a short health declaration. Since fiscal 2020, to improve presenteeism, we have introduced a stiffshoulder and lower back pain prevention app and provided videos that demonstrate stretches to prevent stiff shoulders and lower backpain.

Healthcare for Employees Working Long Hours
In accordance with the Guidelines issued by the Labor Standards Bureau entitled “Measures to be Taken by Employers to Prevent Health

Measures to Prevent Falling Accidents

Impairment Due to Overwork”, we strive to manage the health of employees who work long hours by implementing strict limitations on
working hours based on the results of health checkups and by arranging consultations for such workers with industrial physicians.

The falling accident increases with age. Even in the Company, where its members are aging, as the increase of falling accident (including
commuting injuries during walking) is a serious concern, the preventive education for the falling accidents and fitness exercises (muscle
training) were introduced from fiscal 2016. In addition, in fiscal 2016 the physical function check-ups has been implemented for employees

Mental Health Education

over 50s, and since fiscal 2017, it has been expanded to over 40s.
We have been taking steps to safeguard the mental health of our employees since fiscal 2002. We have introduced a counseling system
based on an external employee assistance program (EAP) and Company-wide mental health education programs, including line-care, andCertificated as “Health Management Brand” and ”Health Management Superior Corporation”

self-care training. Since fiscal 2016, we have brought in a system to investigate the stress experienced by our employees following arevision of Japanese law. We also provide the opportunity for employees to consult with a doctor.

From 2017 to 2022, 6 years in a row, The Company was certified as “Health Management
Superior Corporation ” which practiced good health management under the METI's health䠘Mental health education programs䠚management excellent corporation certification system. In addition the Company was certified as
Listener training

Stress control training using cognitive behavioral therapy

Mental health training focusing on work engagement

Comfortable workplace study meetings“Health Management Brand 2019” selected by Ministry of Economy, Trade and Industry (METI)
and Tokyo Stock Exchange.
In addition, on May 15, 2017, from the managerial viewpoint, “Furukawa Electric Group HealthManagement Declaration” was enacted, in order to promote “Health Management” which

䠘Stress test taking rates䠚

strategically strives for the health management and the health promotion of the employees. In
order to “aim to become a creative and full of vitality corporate group by taking advantage of the

FY 2016

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

diverse human resources”, we will keep making “a company where everyone works vigorously,
keeps growing and is proud” by prioritizing safety and health to everything, promoting various

96.0%

97.4%

96.0%

97.7%

97.3%

97.0%

activities mindful of health management throughout the Company.

16

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Conutermeasures for Infectious Diseases

Consumer Issues

Community
Involvement

Data

Human Resources Management

Management Policy

For overseas business trips and assignments, in accordance with the "Guide to Health Management for Overseas Workers" established by
Furukawa Electric Group, the Group conducts medical examinations (before, during, and after the assignment), provides vaccinations(hepatitis A, hepatitis B, tetanus, Japanese encephalitis, rabies, measles, rubella, typhoid, polio, etc.), and publishes a Health Management
Handbook for Overseas Workers.The Guide is formulated by the supervising occupational physician and occupational health staff by

Management Policy

collecting and analyzing various information from the Ministry of Health, Labour and Welfare, the Ministry of Foreign Affairs, the World
Health Organization (WHO), etc. The contents are revised as necessary.
With regard to the COVID-19, we had established an emergency task force, and while assessing the situation in Japan and overseas, we

The Furukawa Electric Group maintains a basic policy of securing diverse human resources and supporting the growth of people who

had established and thoroughly disseminated our response policies, guidelines for infection prevention and work, and procedures forcontinue to take on challenges, and believes that strengthening human capital management and organizational execution abilities is thedealing with infectious diseases from the perspective of infection prevention and business continuity.

most important challenge (material issue) the group faces for the realization of the Furukawa Electric Group Vision 2030.

On the other hand, before the COVID-19, the world is currently facing serious global health problems caused by the three major infectious

Based on the Furukawa Electric Group People Vision, the group strives to share an ideal of human resources within the group, construct a

diseases: HIV (AIDS), tuberculosis, and malaria. The increase in the number of infected people and deaths has led to a decline in the labor

personnel management system based on common guidelines, and take individual measures (i.e., training systems, consultation systems,

force, stagnation of economic activities, increased poverty, and orphans. In addition, the disease has even led to social problems such as

and compensation and benefit plans) to ensure that diverse human resources are able to work autonomously and successfully.

human rights issues of the infected people. The Group plans and implements various training programs to ensure that employees have thecorrect knowledge of these issues, and will proactively respond to these global health issues.
Furukawa Electric Group Vision for Our People

17Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Human Resources Management

Data

Human Resources Development

Targets and achievements in FY2021 (human resources management)䠖Achieved

Reinforcement of Monozukuri
capabilities

Community
Involvement

Human Resources Development and Recruitment

Goals and Achievements

Reinforcement of the execution
capabilities of individuals andorganization

Consumer Issues

䠖Partially achieved

In accordance with “Furukawa Electric Group Vision for Our

䠖Not achieved

People”, we are training human resources who have richhumanity and strong challenge spirit, for the sake of ourTargets

Results

Expanding the Furukawa Electric’s 7 Key
Mindsets for Superiors in the Workplace(Furukawa Seven) to the manager tieracross the entire group in Japan

Furukawa Seven was rolled out to the
manager tier across the entire group in
Japan and put into practice by about 1,300
people.

Expanding the basic thinking and problemsolving methods for promoting daily tasks
to the domestic group companies

Started to roll out the basic thinking andproblem-solving methods to the domestic
group companies.

Expanding the scope of coverage fromskilled workers to staff, reviewing
professional training education

Start of review of manufacturing
improvement training for staff.

2006 in order to develop personnel who will take on the role

Resumption of training of new technicalpersonnel of the domestic Group
companies.

reformed to Global Mindset Program (GMP), with its extra

Continuation of educational support fordomestic group companies

Achievement

group development. The state of our leaders affects
corporate culture and reflects in our business results, which is
why we give training at each level to develop leadership, andconstruct relationships between people by “dialogue” among
all our employees. We work hard to instill a mind that isinterested in people and respects others.
We started our Global Business Leader (GBL) training inof management in the future. Since fiscal 2013 this has beenemphasis on global human resource education. We have also
operated a Global Development Program(GDP) for overseas

Training of site supervisors of thedomestic Group companies.

local employees since 2010 with the aim of strengthening
links within Furukawa Electric Group, the curriculum being

Promoting new ways of working that startwith the relocation of the head office
Online and hybrid education/training and avariety of events

Promotion of new ways of working withdiverse ways of working including
remote working

The new head office, which was relocatedin July 2021, introduced an office layout
based on the Active Based Working(ABW) concept, which allows employees
to choose their own location in the officeaccording to their work and mood, and afree address system.Expanded diversityof working styles for employees, inconjunction with teleworking.

partly shared with the GMP. Furthermore, in fiscal 2014 welaunched the Global Challenge Program (GCP), which
dispatches young employees to foreign countries. We areworking to align these various programs to develop humanresources who can play a dynamic role on the global stage.

In principle, major internal meetings,
including management meetings, were
held remotely, but face-to-face meetingsand hybrid meetings were also
incorporated and implemented, dependingon the covid-19 infection situation and the
purpose of the meeting.

Development of management personnel (succession planning)
Furukawa Electric's management personnel development system ensures that candidate human resources are selected and given
opportunities to develop in the following two tiers:
1) The manager and pre-manager tier2) The general manager tier for corporate vice president candidates
Selection is based on internal and external assessments.
To help candidates develop, we make and operate personnel assignment plans from a company-wide perspective. Also, we promote theirTargets for FY2022 (human resources management)

participation in external training.
Targets

Reinforcement of the execution
capabilities of individuals andorganization

䞉Conducting surveys to measure employee engagement and the execution capabilities of individuals andorganization and planning improvement activities (or improvement cycles)

Expand and strengthen succession
planning

䞉Succession plans expanded to key positions in the Group, as well as to general managerial positions

Reinforcement of Monozukuri capabilities

䞉NF activity diagnostic prepared and deployment schedule determined

We also prepare succession plans for important positions within Furukawa Electric Group and supervise successor development andpreparation. We systematically position human resources in coordination with management personnel development plans.
Regarding the succession plan, the Nominating/Compensation Committee, mainly consisting of outside directors, monitors theappropriateness and the operations of the management personnel development system. The committee also discusses the appointmentsof corporate vice presidents and selects personnel for the CEO succession plan, and systematically implements initiatives over a multi-year
period.

18

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Efforts for Leadership Transformation: Furukawa Electric's Seven Principles for Leaders (Furukawa
Seven)

Community
Involvement

Consumer Issues

Data

Diversity in Hiring
In order to respond to the global development of our business, Furukawa Electric Group has come together to implement a variety of

Reforming organizational culture

initiatives with the aim of securing human resources. In recent years, we have been actively recruiting mid-career workers with the ability tomake an immediate impact as we aggressively develop our business for the next generation. In addition, we have begun hiring under the"F Return System" for those who have worked for Furukawa Electric in the past. The purpose of this system is to allow those who haveTraining system (tiered training)chosen to leave the company due to unavoidable circumstances or for career advancement reasons such as changing jobs or studying
abroad. We expect their immediate contribution by utilizing the experience they have gained within the company as well as the knowledge

Tiered training begins with introductory training for new employees, which includes training about the Vision and Values of the group, basic

and skills they have acquired after leaving the company.

rules, and the basic knowledge necessary for business, including business etiquette, communications, and how to manage stress. Higher-

About new graduate recruitment, we share our recruitment know-how within Furukawa Electric Group through information exchange

level new employee training takes place at the six-month mark. It provides knowledge necessary for business, such as information about

meetings. We also hold Furukawa Electric Group company information sessions to actively promote the appeal of the Furukawa Electric

marketing and cost accounting. After new employee training, employees acquire the knowledge and skills required for each position asGroup to students.

they are promoted (e.g., logical thinking is a part of training for new supervisors, and problem solving is a part of training for new
Recruitment information (only available in Japanese)

secretaries). We provide employees with training by age as an opportunity for them to think about their career at Furukawa Electric andenable them to develop independently.

Encouraging Employment of People with Disabilities

Training system information (only available in Japanese)

Initiatives Promoting the Employment of People with Disabilities

Training for managerial positions

Internships

We provide the following three types of training when employees are appointed as managers.
1) Training about management regulations such as labor, health and safety, risk management, and trade control as well as the required
mindset conscious of human rights, the prevention of harassment and understanding diversity.

Ever since the Japanese government introduced a system of internships in 1997 as part of an industry academia-government2) Training for thinking about reliable leadership based on their and the organization's values as the head of the front-line organization.

collaboration, in our role as a manufacturer Furukawa Electric has taken on numerous science and engineering interns with the aim of

3) Training on methods of setting and assessing subordinates' goals and skills relating to providing feedback for personnel development.

contributing to the fostering of Japanese technicians of the future. We have already taken on more than 200 students across our various

The new training for general managers was introduced in FY 2020. It gives them the opportunity to discuss indirect leadership intended toworkplaces.

favorably impact the organization through the managers who are the directors' subordinates.

Reinforcement of MONOZUKURI power
Furukawa Electric Group is trying to reinforce MONOZUKURI power as part of its creation of a corporate culture that allows manufacturingsite employees and other employees to share goals and execute tasks to realize competitive MONOZUKURI power. From the FY 2020, theinitiative was carried out in the form of smaller-scale training at each plant and e-learning due to the COVID-19 pandemic.
Additionally, we planned and tested e-learning to develop the technical capabilities of the people in charge of production control, who are akind of MONOZUKURI control center. We will expand the e-learning program to more employees to enhance the MONOZUKURI power ofthe entire group.

Internship training

19

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Voluntary activities of all divisions

Human Resources Management

Work Style Reform

Our work style reform activities are based on the voluntary activities of each department.
䞉 HK Award

Each year, we praise good activities that can be helpful to other groups and share the concept within the group.

Our company established a specialized organization for "work style reform" in May 2015 and began related initiatives with the aim ofbalancing sustainable corporate growth with the enhancement of the individual lifestyles(lives) of our employees. We are promoting a

䞉 Working Style Reform Challenge Monthvariety of measures from both the perspectives of "reforming work styke", with the objective of improving both productivity and job

One month each year is designated as "Working Style Reform Challenge Month," during which we take on the challenge of implementing

satisfaction, and "reforming our organizational culture", whose goals are to reinforce the core values of our company Group:"innovation",various initiatives related to work style reform.

"ownership and speed", and "collaboration".

䞉 Voluntary departmental activities

Each department sets its annual activity policy and implements the PDCA cycle.

Reforming work styleIn-house System for Flexible Working Styles
In January 2017, we introduced a "telework system". By removing restrictions on work locations, this system will enable employees toperform their conventional duties more efficiently and focus on creative work. This is expected to bring about improved productivity perhour and other enhancements to work quality and performance.
Furthermore, allowing work in hourly units at locations perform work at specific times due to personal affairs, has the goal differently fromthe existing "home work system"(introduced in FY2012) which is intended to support child care and nursing care, as it is usable by anyone
meeting certain conditions such as application of the flex-time system.We also have other systems in place to support diverse work styles.
In-house systems supporting diverse work styles

An office environment that enables "new ways of working" to be realized
On July 19, 2021 we moved our head office in order to accelerate work style reforms and improve head office functions.
As the rapid advance of telework and other location-independent work styles, we have introduced the concept of a work style in which
employees choose their own location in the office according to their work and mood (Activity Based Working: ABW) as a place to realize"new work styles," and the values that the headquarters office should provide are reflected in the layout, assuming 50% work at the office.
We will realize a "new way of working" and promote higher value creation through collaboration with diverse people and improved teamstrength.
News release: Head Office to be moved to TOKYO TORCH TOKIWABASHI TOWER 䡚 (only available in Japanese)20Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Reforming organizational culture

Consumer Issues

Community
Involvement

Data

Human Resources Management

WelfareEfforts for Leadership Transformation: Furukawa Electric's Seven Principles for Leaders (Furukawa Seven)
In order to continue generating corporate value in a fast-changing, uncertain environment, a working team can deliver results only when
the psychological safety of its members is ensured. For this reason, we have established the Seven Principles for Leaders (Furukawa

About welfare facilities

Seven), which consists of one basic mindset and six action principles for a leader to build a good working team. To put these to work, atthe start of every day our officers and executives, and department and section managers declare these principles and act accordingly
every day. Our efforts on leadership transformation also include use of behavior retention tools such as mobile apps, and surveys to check

Furukawa Electric supports the health and lives of its employees by establishing a variety of welfare facilities and systems to create anpractices and organizational health.

environment that enable employees to work without anxiety.
Company cafeterias:
We support employees in the maintenance of their health, operating company cafeterias in our plants.
We work to ensure the cafeterias are highly satisfactory and appealing through discussions and reviews of the menus that include
exchanges of opinions with the labor union, the health nurse, and the nutritionist.
Company housing and dormitories:
We prepare housing and dormitories owned or leased by the company near our business locations to reduce the expenses borne by andsecure housing for our young employees and employees who have needed to move due to a personnel transfer.
Company-owned dormitories include a dining room and a meeting space where employees can mingle and communicate with other
employees of different departments outside working hours.

About the pension and retirement allowance system
Furukawa Electric has a point system that awards points based on the annual performance reviews and roles of each employee. The point
total is used to calculate the employee's retirement allowance. Employees can choose to receive their retirement allowance as a pension
or a lump sum, according to their own lifestyles.
We have introduced the defined contribution pension system as part of the retirement allowance for managerial positions. While defined
contributions are basically operated in specified pension products, employees can choose to receive them as a prepaid retirement

Topicsallowance without being managed by an investment fund.

Workstyle Reform in view of the post COVID 19 era

The employee stock ownership scheme

A cross-company team has been established to look ahead to the Corona Era, and measures are being implemented to promote and
The Furukawa Employee Shareholding Association system for Furukawa Electric employees aims to support the medium- and long-term

establish a new work style in the post COVID.

asset accumulation of employees who pay in small amounts of money over time.
News release: romoting "work style reform" across the entire company in anticipation of the post-COVID-19 era (only available inSince its establishment in 1970, the Furukawa Employee Shareholding Association has showed stable growth, holding 893,193 shares asJapanese)of the end of March 2022.

"IkuBoss" Enterprise Alliance
In June 2017, Furukawa Electric Co., Ltd. joined the "IkuBoss Corporate Alliance"
organized sponsored by Specified NPO Fathering Japan (Representative Director: TetsuyaAndo).
News release: Accession to "Iku-Boss" enterprise alliance21Basic Approach

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Labour Practices

Fair Operating
Practices

Environment

Human Resources Management

Labor-management consultation

Improving the Working Environment through Labor-Management Opinion Exchanges
Furukawa Electric maintains the basic position that both labor and management should endeavor to engage in sincere discussions, andtherefore we focus on issue resolution and deepening mutual understanding. We hold our Central Management Briefings twice annually for
public exchanges of opinion between labor and management. We have conducted such meetings for the 70 years since fiscal 1952. As of
May 2022, we had held these briefings 138 times. Representatives from labor and management exchange frank opinions and share
information about a broad spectrum of items at these briefings, such as the business environment, management, and topical matters. We
also have in place various committees such as the Personnel System Exploratory Committee and the Committee for Studying Shorter
Hours that are designed to improve the working environment, which management and labor discuss on a daily basis. These discussions
lead to improvements in various systems and strengthen monitoring functions, such as compliance response and the implementation
status of other CSR activities.

22

Consumer Issues

Community
Involvement

DataOrganizational
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Basic Approach

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Initiatives policy for achivement of goals (Talent development and Work environment improvement)

Diversity & Inclusion

Basic Policy, Goals and Achievements

In order to strengthen diversity and inclusion, we will take initiatives comprehensively from many aspects such as recruitment,
job assignment, training, and environment improvement.
Recruitment: Strengthen recruitment capabilities to enhance the pool of candidates for managerial positions

Basic Policy

Job assignment and training: Incorporating efforts to improve diversity into succession plans and talent development plans in
consideration of business strategic needs

We raise "Nurture human resources at every level, so that we can become a more diverse and creative organization" as one of the
Furukawa Group's management philosopy and this is the basic policy of human resource management.

Improving the company internal environment: Proactively promote HR system development, mindset, and work style reform to accept

In addition, under the "Furukawa Electric Group People Vision", we are implementing initiatives such as talent development and work

diverse people and workstyleenvironment improvement with the aim to enable all employees to active role autonomously.
Recruitment
Considering the impact on discussions and decision-making and keeping in mind the future target for the ratio of women in managerial
GenderStrengthen recruitment

positions of 30% which is generally said to affect decision-making, we will carry out initiatives to enhance the pipeline from recruitment toof new graduates

the development of core people.
Disability

Assuming a possible increase in the legal employment rate, we aim to stably achieve the legal employment rate.

Gender

Job assignment / Talent development
Expand assigned posts affirmatively
Prioritize plans for development and appointment

Enhance mid-career(medium to long-term talent development for candidates

recruitment of women in, recruitment, etc.)

managerial positions
Global

We will put the right person in the right position from a global perspective, from the perspective of strengthening management capabilities

Talentand needs according to each business strategy.

CareerWith the intention of accelerating the strengthening of expertise and the diversification of perspectives, we will actively promote career

Recruitment

recruitment of diverse human resources.

Work environment improvement
Initiatives for make employee
comfortable, creative and highly
productive working environment andsystems(Work style reform, improvement offacilities in the office, etc.)
Initiatives for mindset(Eliminate unconscious bias, etc.)

Strengthen functions of
Furukawa New Leaf
(special subsidiary)

Expand job assignment positively
Enhance business support system

Disability

environment and systems(Utilize telework system, improve
facilities in the office, etc.)

Expand direct

Goals

Initiatives for a comfortable working

employment by
Furukawa Electric
Goals for FY2025
The ratio of women in

Gender(1) recruitment of new graduates*1(2) chief positions(candidates for managerial positions)(3) managerial positions

Disability
GlobalFY2025-40䠂䚸FY2030-40䠂

TalentMake a plan of development of global talents align withSet HR management policy in the groupchannelsa business strategy

and globally

Diversify recruitment

Make a plan of talent assignment align with a business

Update to a more flexible HR systemchannels andstrategy

strengthen recruitment(Understand the needs of people with highly specialized

functionsskill, etc.)

Utilize referral

Enhance onboarding program for new recruits

Grasp global talents
within the group and

FY2025-15䠂䚸FY2030-20䠂

utilize

FY2025-7䠂䚸 FY2030-15䠂

Employment ratio of persons with disabilities䠖 FY2025䠖2.40%䚸FY2030䠖2.65%
Identify global post align with the business strategy and set a plan of recruitment and talent development of global talent

TalentCareerStrengthen recruitment
GlobalCareerRecruitment

Maintain the ratio of mid-career recruitments to about 30% of newly recruitment*2

Recruitment

recruitment and retiree
recruitment
Improve awareness andcorporate brand*1 Career track and general positions*2 Object group includes management level, career track, and general position employees. New recruitment is defined as new graduates and career hires.

23

Organizational
Governance

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Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Goals and Achievements

Community
Involvement

Data

FY2021

FY2022

Acheivements

Goals

Goals for FY2025

䠖Achieved

䠖Partially achieved

䠖Not achieved

Strengthen recruitment
FY2021strategy align with business

FY2022

Goals for FY2025
Acheivements

Goals

CareerRecruitment

Provide training opportunities

Maintain the ratio of36%

mid-career(As ofrecruitments to about
30% of newly
recruitment*2

for management candidates

march 31,2022)

(Dispatch to cross-industry

training program through(1)20%The ratio of women in(As of(1) recruitment of new

April 1,

graduates*1: 40䠂
(2) chief positions
Gender(candidates for
managerial positions):15䠂

cross-industrial exchange
Dispatch female engineers
as lecturers for career

2021)

lectures at girls' high schools
Set goals in the 2025 Mid-(2)11䠂

term Management Plan to(3)3.8䠂

(3) managerial(As ofpositions: 7䠂

March 31,

expand women in managerial
positions2022)

Disability

persons withdisabilities䠖2.40%(As ofJune 1,2021)

䠄Achieve
legal
employment
rate䠅

Introduce an office layout
based on the concept ofstudents

ABW*3 and a free address

Hold "Rico-challe" event

system, etc. at the newsponsored by the Cabinet

headquarters, which was

Officerelocated in July 2021.

Introduce coaching forContinue to use both telework

individual development ofand working in the office,female managers

maintaining the attendance(The Activity to Promote Wo

expansion of assignments

men's Careers)

and appointments

Support diverse

rate at the head office andwork styles andbranch offices at about 30%

work-life balance(The Activity to Promote Wo

Work style

men's Careers)reformmeetings will be held remotely,

for telework frombut depending on the purpose,

anywheremeetings and events will beContinue

Furukawa Electric (3 newrecruitments in FY2021)
Improve the actual
employment rate (2.31% inExpand job assignment

Talentremote work, enhance newwork style in anticipation of
post-corona at the new head
office, etc.)
Accelerate iitiatives for work
style reforms to improve
productivity
Expand in-company side job
systemacceptance andFull-scale introduction of in-

Improve child/family care leave

utilization of diverse

company side job system (total

system based on the revised

people and workof 30 employees engaged inChildcare and Family Carestyles19 PJs in FY2021)

Leave Act

positively

Enhance welfare services
related to family care

Hold events such as lectures(Establishment of childcare
leave system at birth for daddy,
etc.)

for the purpose of promoting
employee understanding

Click here for details(1) Targets and Achievements (Human2020 ĺ 2.32% in 2021)

Globalmanaged by incorporating(Maximize the benefits ofmethods.

intellectual disabilities at a

Furukawa Electric-

Enhance new work styles

face-to-face and hybrid

mindset forContinue recruitment by

In principle, major internal

Expand the system

Employ people with

New recruitment by

and the corporate brandand senior high school

program to change

Employment ratio ofstrategy to improve recognition

recognition and corporate

for career education for junior

Implement dialogues for

New Leaf

Implement a public relations

Initiatives to improvemessage, etc.

Click here for details

2.32䠂

channelschannels

Dispatch of female engineers

Click here for details

specific subsidiary, Furukawa

Strengthen recruitment

Strengthen recruitment

brand through commercial

joint training, etc.)
Implement a leadershipstrategy

Resource Management)

Identify global post

Implement of global mindset

Implement of global mindsetalign with the businessprogram for global talent

program for global talentstrategy and set a

development

development

and talent

Click here for details (Human

Click here for details (Human*1 career track and general positions

development of global

Resources Development andResources Development and*2 Object group includes management level, career track, and general position employees. New recruitment is defined as new graduates and career hires.

talentRecruitment)

Recruitment)

plan of recruitment

Click here for details(2) Work
Style Reform-*3 ABW = Active Based Working, choose own place in the office according to work and feeling24Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Support diverse human resources and their activities

Diversity & Inclusion

Diversity & Inclusion Promotion

Employment of people with disabilities
Initiatives promoting the employment of people with disabilities
Employment of elderly people

Previous Measures

The activities of global human resources

Although we have taken continuing actions toward arranging better working conditions for women and promoting employee work-life

Initiatives for understanding LGBTQ issues

balance since the 2005 fiscal year, we are also proceeding with a wide range of other measures to accelerate the creation of working

Provision of e-learning programs promoting all employees' understanding of LGBTQ issues

environments which can allow our diverse human resources to be fully active. These measures include the establishment of a Diversity

Harassment prevention initiatives

Promotion Office in April 2014, activities to enhance the awareness of diversity and inclusion, measures to promote the activity of women,

Provision of e-learning programs about the prevention of harassment to all employees

and advancement of autonomous work-life management by employees.
Promoting autonomous work-life management
Awareness of diversity and inclusion
Supporting diverse work styles of employees, aiming for both job satisfaction and ease of work
Embrace diverse human resources and foster a culture in which each of our strengths can be demonstrated.
Support for Àexible working styles (promotion of various support systems such as telework, etc)
The transmission from the top management

Promotion of the involvement of fathers in childcare

Top Message

Creating a childcare handbook for male employees and holding round-table meetings about fathers' involvement in childcare

Consciousness and behavioral change of management layer

Support for balancing work and childcare

implementation of e-learning about D&I, penetration of "IkuBoss" in cooperation with the work Style reform project, etc.

Holding seminars for employees taking childcare leave, and the introduction of an interview form
Holding seminars for employees who return to work after childcare leave, and the introduction of interviews before and afterAwareness raising for employeesmaternity/paternity/childcare leave

Implementation of human rights education for new officers, new managers and new employees

Support for balancing work and nursing care

Publication of company Newsletters

Holding seminars on nursing care

Implementation of Employee Awareness surveys
Holding the event throughout the company
Companywide awareness-raising event (V Challenge Forum)

Measures to promote women's careers
Deepen individual engagement and strategically foster train women
Mentor program
Dispatch of female employees to external programs
Support for individual development of female managerial candidates
Internal and external networking activities of female employees
Introduction of seminars and interview sheets for employees who take childcare leave25Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Dispatch of lecturers for "Lectures by members of the scientific community" for high school students

TopicsIn July 2022, one of our female technical employees was dispatched as a lecturer to a girls' high school in Kanagawa Prefecture to give a

Event to Support Students Challenging Careers in Science and Engineering in 2022 summer"Science Worker Lecture" to first-year students, who listened intently and took notes as she talked about the work, daily schedule, andcareer choices of science employees working at companies. The students actively asked questions about employment and other topics.

On August 2 and August 19, 2022, we held the "Riko-challe in summer of 2022"*1) online for junior high and high school students. The
event was designed to let students experience the fun and excitement of science and engineering, and included company presentations,
technology introductions, interaction with female technical employees, and virtual office tours. In the questionnaire after the event, we
received comments such as "It was good to hear about the choice of humanities and sciences from senior employees," "I was surprised by
Furukawa Electric's technology," and "I was able to experience the company as if I were really in the office.

Venue

Female technical employees on stage

Other
Interaction with female technical employees(Left and center: senior female employees; right: moderator)

Holding Diversity Forums

Initiatives of Group Companies

This is a message video from the Furukawa Electric Group's Furukawa Electric LATAM S.A., which promotes theadvancement of women.

Quiz on our technology
Pens made from our recycled materials distributed as souvenirs

Online office tour to experience the inside of an actual office*1 We are participating as a supporting organization in the "Riko challenge summer of 2022" promoted by Japan Business Federation in cooperation with the
Cabinet Office.
"Rico-challe" Official Website, Gender Equality Bureau Cabinet Office, Government of Japan

Furukawa Electric LATAM S.A. Productions Video (YouTube)

26

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Responding to the Act on Promotion of Women's Participation and Advancement in the Workplace

Diversity & Inclusion

The Activity to Promote Women's Careers

In April 2016, we acquired Level Three(the highest level) of the "L-Mark", which is anaccreditation for outstanding companies in the implementation of initiatives related to thepromotion of women's careers.

In September 2014, we launched our activities, "Furukawa 'V' Challenge!!" , to promote women's careers and we have adopter acomprehensive approach to implementing initiatives.

Objectives related to support the success of women in the workplace *1
1. We aim for 7% of females in managerial positions by fiscal 2025.
2. We aim for 15% of females in candidates for managerial positions (equivalent of chiefs) by fiscal 2025.
3. We aim for 40% of females in new graduate recruits*2 by fiscal 2025.
*1 A summary of our company’s initiatives is available on the Ministry of Health, Labour and Welfare’s “Enterprise database promoting women’s success”"Enterprise database promoting women’s success" by Ministry of Health, Labour and welfare (only available in Japanese)
Action Plan period: April 1, 2014-March 31, 2026
*2 The definition of new graduates here is those who are hired for career track and general positions.

Support for "Declartion on Action by A Group of Male Leaders Who will Create a Society in Which
Women Shine."
Keiichi Kobayashi, President of Furukawa Electric Co., Ltd., has endorsed the “Declaration on Action by a Group of Male Leaders Who Will
Create a Society in which Women Shine”, an initiative backed by the Cabinet Office of Japan. (June 13, 2017)
Based on the items indicated in this declaration, which consist of “Taking action and sending messages ourselves”, “Disrupting the statusquo”, and “Developing networking”, our company will take action in coordination with the “IkuBoss Corporate Alliance”, which we became amember of on June 7 of this year, to raise the motivation of women and make it possible for them to utilize their abilities maximally.
News release: Support for "Declartion on Action by A Group of Male Leaders Who will Create a Society in Which Women Shine." (onlyavailable in Japanese)

About the “Declaration on Action by a Group of Male Leaders Who Will Create a Society in which Women Shine”
Utilizing the opportunities provided by the “Kick Off Meeting for Supporting Women to Shine”
held at the office of the Prime Minister on March 28, 2014, movements conducted by leaders invarious fields to support women who will and do shine with outstanding ability have been
spreading.
As part of these movements, a “Declaration on Action by a Group of Male Leaders Who Will
Create a Society in which Women Shine”’ has been coordinated, made up of male leadersfrom companies working to actively promote the success of women.
"Declaration of Action by a Group of Male Leaders for the Realization of a Society in which
Women Shine" (Official website of Gender Equality Cabinet Office, Government of Japan)

27

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

External Assessment

Community
Involvement

Consumer Issues

Data

Diversity & Inclusion

Initiatives Promoting the Employment of People with Disabilities

The Nadeshiko Brand of the Ministry of Economy, Trade and Industry
In 2018 and 2020, Furukawa Electric was selected as a Nadeshiko Brand in non-ferrous metal as an
excellent listed company in terms of the empowerment of women. The Nadeshiko Brand has been

Through the employment of people with disabilities, we promote diversity and inclusion.

created jointly by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange to show
excellent listed companies in terms of the empowerment of women as companies appealing toinvestors that emphasize an increase in corporate value over the medium to long terms.

Furukawa Electric established special subsidiary Furukawa New Leaf in fiscal 2004 to create an environment where more people withdisabilities are able to work in a better setting, provide a place for them in society so that they are able secure stability and peace of mind,
and develop independent workers who follow rules and actively participate in society.

Certified as an Excellent Eruboshi Company under the Female Participation Promotion Act

The subsidiary employs 52 people with disabilities at three locations. They engage in cleaning and electric wire disassembly. Furukawa
New Leaf is proactively contributing to the community, focusing on recruitment and training and increasing the number of jobs it provides

Furukawa Electric has developed a plan of action for general employers under the Act on the Promotion of

by introducing new businesses.

Female Participation and Career Advancement in the Workplace, which came into force in April 2016 andhas achieved Eruboshi (L star; L stands for lady, labor and laudable) third stage (highest rating)certification as an excellent company in terms of the empowerment of women.

Employment rate of people with disabilities as of June 1 of each year (%)
FY 2017
Furukawa Electric

FY 2018

2.23

2.12

FY 2019
2.14

FY 2020
2.09

Inquiries about Furukawa Electric's Employment of People with Disabilities(only available in Japanese)
Kurumin Certification from the Ministry of Health, Labour and Welfare Achieved as a Company Cultivating the Next Generation

Introduction to Furukawa New Leaf Co., Ltd.

Furukawa Electric has achieved Kurumin certification three times (2007, 2010 and 2015) under the Act on
Advancement of Measures to Support Raising Next-Generation Children. As a certified employer, theCompany is actively supporting child rearing.

Company profile

Company name

Furukawa New Leaf Co., Ltd.

Capital10 million yen (fully owned subsidiary of Furukawa Electric Co., Ltd.)

EstablishedMay 26, 2004

Business

Consigned cleaning of plant premises, dormitories and other activities

Representative

Shigeru Endo, President & Representative Director

TopicsHolding a Diversity Forum

Data

Employees with disabilities

Number of employees

Average age of employees: 33.3 (as of November 1, 2022)

Number of candidates for managerial positions (equivalent of chiefs)

Average years of service: 9.6 years (as of November 1, 2022)

Number of employees in managerial positions

For inquiries about job opportunities at Furukawa New Leaf, call any of the branch offices.

Number of new graduate recruits
Employee turnover rate
Number of employees taking maternity/paternity leave28

FY 2021
2.32

FY 2022
2.35

Organizational
Governance

Basic Approach

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Location

Consumer Issues

Community
Involvement

Data

Daily efforts
1. Considerations for safety and health

Hiratsuka Branch Office

2. Cooperative sharing of medical check-up results with their guardians/supporting
Address

5-1-9 Higashiyawata, Hiratsuka-shi, Kanagawa 254-0016 (within Furukawa Electric's Hiratsuka Plant)

TEL

0463-24-8001

FAX

0463-24-8002

organizations
3. Promotion of communication with employees to detect changes
4. Understanding the changes experienced by individual employees through meetings inmorning, during the day and at the end of the day, and daily work reports, and acting
promptly to ensure employee safety and health

Chiba Branch Office

5. Evaluation and follow-up activities for basic actions and fundamental work using a skill
map

Address

6 Yawata-kaigan-dori, Ichihara-shi, Chiba 290-8555 (within Furukawa Electric's Chiba Plant)

TEL

0436-42-1826

FAX

0436-42-1840

An employee participating in the Abilympics

6. Setting individual goals and reflecting on results
7. Introduction of performance review meetings
8. Individual interviews with their guardians
9. Cooperation with employment and livelihood support centers to assist people withdisabilities

Mie Branch Office

10. Welcoming visitors (students and teachers) from special needs schools nearby toAddress

contribute to the community

20-16 Nobono-cho, Kameyama-shi, Mie 519-0292 (within Furukawa Electric's Mie Plant)

TEL䠋 FAX

11. Participation in the Abilympics, the vocational skills competition for people with

0595-85-2659

disabilities

Business description
Cleaning plants, dormitories for single employees, and for affiliates of the Furukawa Electric Group
Cleaning full body safety harnesses
Electric wire disassembly and document shredding
Other

We prioritize safety and health with the goal of completely preventing

We move around by bicycle when working at large sites.

accidents and disease.

Cleaning under Japanese plum trees in the business office site

29

Cleaning windows at the officeBasic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Comments from a senior employee and an instructor

Consumer Issues

Community
Involvement

Data

Diversity & Inclusion

In-Company System for Flexible Working Styles
Comment from the senior

Comment from the instructor

I joined Furukawa New Leaf on April 1, 2019. As a cleaner,

The employees ride bicycles to worksites while ensuring

we have to learn many things and use different tools for thethey are safe within the plants, where there are manydifferent places that are cleaned. Although it is a hard job, I

trucks and forklifts. You are not allowed to go to a worksite

am very happy after cleaning. I would like to be capable ofif you do not observe traffic rules and other regulations.

doing more to please people. I can buy books about trains,

Safety comes first.

my favorite, with my wage and talk to the employees moresenior than I. It is very nice.

We set up a system for various life events such as pregnancy, childbirth, childcare, and nursing care, a variety of leave systems, Flextime
system and telework, and aim to improve the work-life balance of employees.

The photo shows employees who are sorting electricalwaste. They remove foreign matter so that only goodquality fruit is delivered to customers. Customers willcomplain if there is any foreign matter in their shipments.
This is why employees work carefully in the sorting
process.

Benefit package
The company-run resort house, contracted resort houses around Japan, and company cafeterias
A variety of events such as a friendly bowling competition and a party on the last working day of the year

Company cafeteria in the Chiba Plant

Company cafeteria in the Mie Plant

Friendly bowling competition

Birthday leave

In-house system that birthday becomes holiday

Accumulated leave

Up to ten days of annual paid leave can be accumulated, for up to five years.

Consecutive leave

Kinugawa-so, the company-run resort

Employees are able to take three consecutive holidays once a year and five consecutive holidays every five years sothat they can enjoy well planned holidays and refresh their mind and body.

Refresh leave

Employees in their 25th year of employment are able to take from 14 through 31 consecutive leave days per year.

Volunteer leave

Employees are able to take vacations up to 10 days for disaster support etc.

Flex-time system

We adopt flexible working hours system which enables employees to work efficiently according to the business demand.

Telework

Usable by anyone meeting certain conditions such as application of the flex-time system.

Hourly annual leave

Employees can take annual leave on an hourly basis for up to five of their annual leave days every year.

house

system30

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Environmental Policy / Environmental Vision

Environmental Policy / Environmental Vision

Environmental Policy

Environmental Vision

Community
Involvement

Data

In the "Furukawa Electric Group Environmental Vision 2050", while continuing the measures

Furukawa Electric Group Basic Environmental Policy

based on the "Environmental Targets 2030", "Creation of Environmentally Friendly Business" and"Creation of Environmentally Friendly Business", which are important management issues

Basic Philosophy(materiality) of the "Furukawa Electric Group Vision 2030"
We will strengthen the development of business activities that take climate change into

We, the employees of the Furukawa Electric Group, recognize that conservation of the global environment is a serious issue confronting

consideration.

the international community, and we pledge to contribute to a sustainable future for the world through technological innovation that utilizes
our strength in advanced materials.

Action Guidelines

1. We shall comply with environmental laws and regulations as well as the demands of our customers and others, setting everEnvironmental Vision 2050

higher environmental targets as we continuously improve our global environmental conservation efforts.
2. We shall strive to develop products that are friendly to the Earth, and create new environmental businesses.

Through the provision of environmentally friendly products and services and recycling-based production activities, contribute to the

3. We shall strive to reduce environmental risk by incorporating anti-climate change and resource conservation/recycling

realization of a sustainable society throughout the value chain

considerations, as well as a reduction in the use of environmental impact-causing substances, across the entire productContribute to realizing a carbon-free society

lifecycle.

Aim to reduce greenhouse gas emissions throughout the value chain

4. We shall evaluate the ecological impact of all of our businesses, and strive for the conservation of biodiversity and sustainable(Greenhouse gas emissions from business activities (Scope 1 & 2): Challenge target of zero emissions in 2050)

use of resources.

Contribute to realizing a recycling-based society for water & resources

5. We will seek harmony with the natural environment and local communities through dialogue with our stakeholders.

Minimize water usage, and promote the use of recycled materials, including waste plastic, throughout the value chain
Contribute to society in harmony with nature
Minimize the impact on ecosystems through value chain management that includes raw materials
Scope 1: Direct emissions from the company’s plants and offices
Scope 2: Indirect emissions from the electrical power and heat paid by the company

31

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Environmental Education

Environmental Management

Environmental Management Organization, Environmental Education,
Environmental Awards

Environmental Education System and Environmental Education Programs
For the purpose of achieving "Furukawa Electric Group Environmental Vision 2050" and "Environmental Targets 2030" by understanding
the Environmental Basic Philosophy and activating activities in the line with the Action Guidelines, based on the consideration that it isnecessary to raise employee awareness and to promote understanding, environmental education is provided for all Furukawa ElectricGroup employees, from new employees to executive officers, using face-to-face and e-learning.

Environmental Management Organization

The ISO14001 internal environmental auditor course for new appointees in FY2021 was held online as a measure to avoid three Cs. At the
beginning of the fiscal year, new employee education, training for newly appointed managers, and training for mid-level MONOZUKURI

Furukawa Electric Group promotes environmental activities based on the basic environmental philosophy. The supreme advisory body instaffs are conducted as hierarchical training.

charge of the environment who is called the “Furukawa Electric Group Environmental Committee” is promoting the environmental

During environment month in June FY2021, each employee watched environment-related videos and discussed the environment withmanagement. The Corporate Vice President, who is also General Manager of the Risk Management Division , serves as the chairperson,

people around at their home or workplace. Furthermore, a questionnaire survey on the status of efforts in the workplace and in daily life forand the committee consists of the General Managers from each business division and each corporate division responsible forthe environment and awareness of the Environmental Vision 2050, etc., and activities raising environmental awareness were carried out.

management. The progress is reported quarterly to the Board of Directors level.
In order to ensure that the environmental management can be implemented smoothly, the environmental issues are specifically examinedcross-departmentally in the “Council of Environmental Managers” which is consisting of the environmental manager of each businessdivision and corporate division.

Environmental education programs

Environmental award
Environmental activity award system

Promotion Framework

In FY2010, the Group started the Environmental Activity Awards with the aim of motivational improvement of employees and organizations

Environmental Management - Scope of the environmental management

working on environmental activities. The award was renamed to the ESG Commendations "Environmental Contribution Award" from theachievement award in FY2018, for the purpose of expanding the scope of the award which was focused on global warming prevention

International Standard for Environmental Management (ISO14001)

measures to all environmental activities, and aimed to raise awareness of the environment and to improve the level of environmental
activities. In FY2021, 1 Outstanding Performance Award, 2 Excellent Performance Awards, and 4 Honorable Mentions were selected. The

The Group has been working on activities to achieve environmental targets while establishing

Outstanding Performance Award was given to Furukawa Industrial Plastics Co., Ltd. in recognition of the "Reduction of environmental

an environmental management system at each site.

footprint by low-carbon material" for a project that contributes to the promotion of resource recycling and the reduction of GHG emissions inAnd, domestic and overseas production sites have acquired the international standard

the value chain.

ISO14001 certification.
Our works, domestic group companies, overseas group companies that have acquired
ISO14001

Certificate of Mie Works, Furukawa Electric Co., Ltd.

32

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Environmental Management

Consumer Issues

Community
Involvement

Data

Overseas group companies

International Standard for Environmental Management (ISO14001)

Chongqing Changhua Automobile

Furukawa Auto Parts (Huizhou) Ltd.

Harness Co., Ltd.

Furukawa Automotive Parts (Dongguan)
Ltd.

Furukawa Automotive Parts(Vietnam)

Furukawa Automotive Systems

Furukawa Automotive Systems Lima

Inc.

(Thailand) Co., Ltd.

Philippines, Inc.

Furukawa Automotive Systems

Furukawa AVC Electronics (Suzhou) Co.,

Furukawa Circuit Foil Taiwan Corporation

The Group has acquired the international standard ISO14001 certification at domestic and overseas production sites.

(Vietnam) Inc.

Ltd.

The percentage of production sites that have acquired ISO14001*1 is as follows. (as of July 2022)

Furukawa Electric(Shenzhen) Co., Ltd.

Furukawa Electric Autoparts Philippines,

Furukawa Electric Copper Foil Taiwan

Inc.

Co., Ltd.

Furukawa Electric LatAm S.A.

Furukawa FITEL (Thailand) Co., Ltd.

Furukawa FITEL Optical

Furukawa Mexico S.A. de C.V.

Furukawa Minda Electric Pvt. Ltd.

Furukawa Precision (Thailand) Co., Ltd.

OFS Fitel Deutschland GmbHOFS FITEL, LLC

OFS RUS Fiber Optic Cable Company

Permintex Furukawa Autoparts Malaysia

Polifoam Plastic Processing Co. Ltd.

PT. Furukawa Automotive Systems

International Standard for Environmental Management (ISO14001)

Domestic: 100% (all 6 production sites, all 24 domestic consolidated subsidiaries nationwide)
Overseas: 72% (36 out of 70 overseas group companies)

Products(Shanghai) Co., LTD.

*1 Production sites of the domestic and overseas consolidated companies are covered.

Furukawa Electric Co., Ltd.

Sdn. Bhd.

Chiba Works

Nikko Works

Hiratsuka Works

Mie Works

Yokohama Works

Copper Foil Division

PT. Furukawa Optical Solutions

Indonesia
PT. Tembaga Mulia Semanan, Tbk

Shenyang Furukawa Cable Co., Ltd.

Suzhou Furukawa Power Optic Cable

Taiwan Furukawa Magnet Wire Co., Ltd.

Indonesia
Siam Furukawa Co., Ltd.

Co., Ltd.
Domestic group companies
NTEC Ltd.

Okano Electric Wire Co., Ltd.

KANZACC Co., Ltd.

Shoden Seiwa Co., Ltd.

TOTOKU Electric Co., Ltd.

Foam Kasei Co., Ltd.

Furukawa Automotive Systems Inc.

Furukawa FITEL Optical Device Co., Ltd.

Furukawa Sangyo Kaisha, Ltd.

Furukawa Communication and

Furukawa Industrial Plastics Co., Ltd.

Furukawa Precision Engineering Co.,

Broadcasting Co., Ltd.*2
Furukawa Techno Material Co., Ltd.

Furukawa Electric Ecotec Co., Ltd.*2

Co., Ltd.*2
Furukawa Electric Industrial Cable Co.,

Furukawa Electric Power Systems Co.,

Ltd.

Ltd.

Furukawa Nikko Power Generation Inc.

Furukawa Network Solution Corp.*2

Furukawa Magnet Wire Co., Ltd.

Miharu Communications Inc.

Riken Electric Wire Co., Ltd.

Furukawa Electric Business & Life

Totoku (Zhejiang) Co., Ltd.

Trocellen Italia SpA

Wuhan Furukawa Automotive Systems

Furukawa Electric Thermal Management

PT Furukawa Indomobil Battery

Co.,Ltd.

Solutions and Products Laguna, Inc.

Manufacturing*2 Included in the Furukawa Electric Co., Ltd. business site

Ltd.
Furukawa Electric Advanced Engineering

Thai Fiber Optics Co., Ltd.

The Furukawa Battery Co., Ltd.

Support Inc.*233

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Environmental Management

Environmental Targets / Results / Data

Environmental Risk Management

Targets and Performances of Environmental Conservation Activities

Preventing Soil and Groundwater Pollution

Environmental Targets 2030

Furukawa Electric Group conducts regular inspections of facilities and equipment that handle specific toxic substances to prevent the

Furukawa Electric Group has set Environmental Targets 2030 and has been making efforts to contribute to a carbon-free society, etc. In

pollution of soil and groundwater. We reduce the risk of pollution through measures to prevent leaks of specific toxic substances andorder to accelerate our efforts to achieve the ultra-long-term goals of the Environmental Vision 2050, The Group has revised theunderground seepage, as well as through ongoing efforts to switch to substitute substances.

Environmental Targets 2030 in February 2022.

Environmental Targets 2030

PCB Management

1. Contribute to a carbon-free society
Furukawa Electric Group identifies the volume of high concentration PCB-containing equipment at Furukawa Electric Co., Ltd.’s works and(1) Greenhouse gas emissions from business activities (Scope 1 & Scope 2): Reduce by at least 46% compared to FY2017

at the bases of our group companies, and carries out appropriate storage and management.

(2) Greenhouse gas emissions in the value chain (Scope 3): Reduce by at least 20% compared to FY2019

Currently, the processing is sequentially carried out according to the plan of Japan Environmental Storage & Safety Corporation, and the
2. Contribute to realizing a recycling-based society for water and resources / Contribute to society in harmony with natureprocessing has been completed at most of our business sites. We are conducting the analysis and the surveys of the equipment that have

(1) Efficient use of water resource

the potential to contain a low concentration PCB, and those found to be the low concentration PCB contained equipment shall be properly
kept, managed and disposed of while making consideration for storage-related risks. Furthermore, we will proceed with the disposal at an

䞉Water consumption: Reduce by at least 10% compared to FY2020 (per unit of net sales)

early stage according to the equipment updating schedule.

(2) Efficient use of metals and plastics
䞉New material*1 consumption: Reduce by at least 10% compared to FY2020 (per unit of net sales)
䞉Single-use plastic*2 consumption: Reduce by at least 25% compared to FY2020 (total volume)

Compliance with Environmental Laws and Other Regulations
The Group obtained SBT*3 WB䠎䉝 (well-below 2䉝) certification from SBTi (Science Based Targets Initiative) for the company’s

Furukawa Electric Group regularly confirms environmental laws and other regulations to determine items requiring compliance. We ensure

greenhouse gas reduction targets in July 2022.

compliance in a number of ways, such as by conducting on-site patrols to check the state of compliance. We follow official journals andother sources of information to stay updated on revisions to environmental legislation and ensure that our response is thorough.

*1 New material: virgin materials for electrolytic copper, new aluminum ingots, and plastics, etc.

We maintain voluntary control limits and manage operations appropriately to ensure compliance with the Air Pollution Control Law and the*2 Single-use plastic: disposable plastics used in containers, plastic bags, etc.

Water Pollution Control Law.

*3 SBT: Science Based Target.

We also conduct annual checks for conceivable, clear environmental impact to prevent environmental accidents or prevent widespread
impact in the event of an accident.
We regularly monitor compliance with laws and regulations, and in FY2021 there were no reports of serious violations of laws andregulations (air, water quality, etc.) that would have a social impact.

Please see below for our response to the asbestos problem.
Response to Asbestos Concerns

34Organizational
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Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Activities Targets and Performance in FY2021

Targets and Performances

Continuing from the previous fiscal year, the total greenhouse gas emissions in FY2021 were significantly reduced by 29.0% compared to䠖Achieved

䠖Partially achieved

䠖Not achieved

FY2017. Though some production sites were affected by COVID-19 measures, as climate change measures, such as energy-saving
measures at factories have been consistently promoted and the number of production sites with solar photovoltaic equipment has

Furukawa Electric Group (Domestic and overseas)

increased. For purchasing power, among the overseas group companies, Trocellen Italy S.p.A in Europe has taken the lead in switching to2025

Activity
Base year

Targets for
FY2021

FY2021 results

Evaluation

Targets for FY2022

electricity derived from renewable energy, also being promoted at production sites in Japan and Southeast Asia. In addition, towards theMid-"Furukawa Electric Group Environmental Vision 2050", to accelerate efforts for greenhouse gas reduction, the Environmental Targets 2030

term
targets*4

CO䈻+SF6

FY2017

8.9% or more

Reduced 29%

17.7% or more

28%

CO䈻

FY2017

6.6% or more

Reduced 22%

10.8% or more䞊Reduction of greenhouse gas emissions (Scope3)*2

FY20192% or more

Reduced 1%

4% or more

10%

Improvement ratio of renewable energy

FY2017

1.5% or more

Increased 2.9%

3.5% or more

5%

1% or more

Reduced 9.7%

2% or more

5%

1% or more

Reduced 7.6%

2% or more

5%

Reduce transportation energy

1% or more

Reduced 1.5%

domestic䠖2% or more

5%

Reduce total waste

1% or more

Reduced 2.8%

domestic䠖2% or more

5%62% or more

61.9%

64% or more䞊110,000 ton-CO䈻

137,000 ton-or moreCO䈻

120,000 ton-CO䈻 or more

䞊

-

Zero

0

Zero

䞊

-

3 or less0

3 or less䞊

-

Score AA

Score A䞊

was revised in February 2022, and the target was reset from 26% reduction to 46% reduction.

Reduction of greenhouse gas emissions(Scope1, 2)*1

Reduce water withdrawal

Reduce production energy

Activity Targets in FY2022
To achieve the revised "Environmental Targets 2030" the entire Furukawa Electric group will work on the reduction of greenhouse gas
emissions. The long-term greenhouse gas reduction target (Science-based target: SBT) was applied by changing from 2䉝 to WB2䉝 andwas approved in July 2022. In line with this target, plans to introduce solar photovoltaic equipment will be promoted, in addition topromoting energy-saving activities more than ever before. And purchasing power will be switched to power derived from renewable energy.

FY2020

Improvement sales of environmentally
Environment-

friendly products

Business
Contribution of products to avoided

promotion-

environmental impact
NumberofContamination
prevention

Prevention of environmental
accidents

accidents
Numberof smallaccidents

CDP*3 SCORE UP (Climate Change)*1 Scope 1: Direct emissions from works resulting from the use of fossil fuels, etc.
Scope 2: Indirect emissions resulting from the use of electricity, steam, and heat supplied from outside of works
Scope 3: Other indirect emissions, such as purchased products and services, business trip, commuting, and upstream transportation*2 The Group has started calculating downstream emissions of Scope 3 in activities related to the products and the services sold by the Group in principle
from FY2020. The base year was changed from FY2017 to FY2019, calculated retroactively back to FY2019.
*3 CDP: An organization through which institutional investors cooperate to run projects that require companies to disclose their strategies on climate change
and specific greenhouse gas emissions.
*4 In FY2021, Environmental Targets 2030 and 2025 Mid-term Targets were revised.

35

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Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Expanding Environmentally Friendly Products

Environmental Targets / Results / Data

Environmentally Friendly Products

In order to increase the ratio of the environmentally friendly products in all the products of Furukawa Electric Group, we set targets basedon percentage of sales, and confirm our progress and success on this basis.

Environmentally Friendly Products and the e-Friendly Accreditation System
The Group defines environmentally friendly products as products (and services) that contribute to reducing
environmental impact or have positive effect on the environment throughout the entire product lifecycle.
For the products compatible with environmentally friendly products, the environmental mark “e-Friendly” isdisplayed on the exterior and the catalogues to encourage their adoption.

Categories of Environmentally Friendly Products
Environmentally friendly products as a percentage of sales** In FY2018, the rule for the environmentally friendly products was revised (The products that reduced the greenhouse gas (GHG) in the manufacturing
process, etc.) and was reflected in the aggregate calculation.

Furukawa Electric Group's environmentally friendly products belong to one of four categories described below.
Category

Content

Prevention of global warming(Only available in Japanese)

Products with functions that contribute to the reduction or absorption / fixation of the greenhousegas (GHG) emissions through the entire life cycles, or products that have reduced thegreenhouse gas in their manufacturing processes.

Zero emission(Only available in Japanese)

Products made from recycled materials, products designed with easy to-recycle components,
products made from materials or with design facilitating volume reduction for lowering waste
volume, products designed to share common components with other products or products
designed as common components, products that have reduced waste volume in any one of all
manufacturing processes.

TOPICS "Wrought copper products/superconducting products manufactured with renewable energy"

Efforts to Contribute to the Environmental Impact Reduction by the Products
Utilizing Life Cycle Assessment (LCA), the group is working on visualizing the contribution to the reduction amount of CO䈻 emissions
generated during the use phase of Furukawa Electric Group products by customers. The contribution to the reduction amount of CO䈻
emissions in FY2021 was approximately 137 thousand tons-CO䈻/year in a total of the four products shown below, which decreased fromthe previous year.

The products that meet one of the followings.
1. Products that do not use the ozone-depleting substances in all their fabrication processes.
Elimination of materials that have an impact on theenvironment(Only available in Japanese)- Direct contribution to the reduction of CO䈻 emissions by downsizing/energy saving of semiconductor lasers in the field of opticalcommunication.

2. Products that contain environmentally hazardous substances less than the regulation
stated value.

- In the automotive field, indirect contribution to the reduction of CO䈻 emissions, both by the copper foil for lithium batteries which isnecessary for the EV shift of automobiles, and by aluminum harnesses which contribute to weight reduction.

3. Products that do not generate the environmentally hazardous substances exceeding theregulation stated values on using or disposing.
Resource savings(Only available in Japanese)- Indirect contribution to the reduction of CO䈻 emissions by recycled resin trough Green Trough adopted for power cable burial work in thefields of railways, roads, and renewable energy.

Products that result in overall energy savings by such means as reducing the use of raw
materials and components as well as scarce resources, featuring enhanced longevity, allowing
easier product and component maintenance, and reducing the use for resources in packaging.

We will continue to work on the expansion of environmentally friendly products creating a social infrastructure combining information,energy, and mobility, and expand our work on such as visualization of CO䈻 emissions from products.

From Application to Registration: The Registration of Environmentally Friendly Products
To register products as environmentally friendly, products must go through an application andexamination process in their business division and then be examined by the Environmentally
Friendly Products Committee.
The criteria that products have to meet to be registered as an environmentally friendly productis an overall improvement of environmental performance when compared with existingproducts based on established evaluation criteria at each stage of the product’s lifecycle: thepurchase of raw materials and parts, production, use, distribution and disposal.
Contribution of products avoided CO䈻 emissions** The rectangular winding wire will be excluded from FY2020 due to business transfer.

36

Basic Approach

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Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Environmental Targets / Results / Data

Material Flow

Environmental Impact of the Furukawa Electric Group in FY2021
We tallied data for Furukawa Electric 32 domestic group companies, and 59 overseas group companies - a total of 91 companies.
Please see below for a list of all applicable companies.
List of all applicable companies: Scope of the environmental management

INPUT

OUTPUT

Cate gory

Dome stic

Ov e rse as

Unit

Raw mate rials

Waste

Dome stic

Ov e rse as

Unit

Coppe r

128.6

113.7

1000t

Total waste ge ne rate d *4

24.7

16.7

1000t

Aluminum

14.5

14.4

1000t

Final waste disposal

0.3

11.5

1000t

Iron

5.6

12.5

1000t

Re cycling amount

23.3

5.2

1000t

Othe r me tals

5.4

0.53

1000t

Glass

-

2.4

1000t

Plastic

27.5

48.8

1000t

Atmosphe ric e missions
CO 䈻

281

352

1000t-CO 䈻

SF 6

7

-

1000t-CO 䈻

7,035

7,398

TJ

SOx

2

-

t

Ele ctricity (purchase de le ctricity)

482

661

GWh

NOx

61

-

t

Soot

13

-

t

Ele ctricity (Re ne wablee ne rgy use by contract
out of purchase de le ctricity)

2

34

GWh

Ele ctricity (hydroe le ctrice le ctricity)

95

-

GWh

Ele ctricity (solar
e le ctricity)

1,718

1,955

MWh

City gas

16,4394,545

1000m³Natural gas

414

13,8141000m³

LPG

10.0

0.4

1000t

He av y fue l oil A,
Ke rose ne , Light oil

3,449

333

kƐ

Wate r

9,543

2,673

1000m³

Surface wate r

6,588

67

1000m³Groundwate r

2,392

40

1000m³564

2,560

1000m³

Ene rgy

Tap wate r

Che mical substance s

Volume handle d*1

Volume e mitte d

62

-

t

Volume transfe rre d

326

-

t

Waste wate r

9,404

1,968

1000m³

Waste wate r Publicwate rways

8,595

714

1000m³Riv e rs

7,721

348

1000m³

Se a

837

0

1000m³Othe r37

365

1000m³

Se we r

809

1,254

1000m³

BOD

30

-

t

COD

37

-

t

SS

48

-

t

1,100

59

Volume of wate r re cycle dand re use d

Che mical substance s
47.2

-

1000t

Packaging *2
Cardboard, Wood, Pape r

1.7

8.9

1000t

Plastic

0.02

4.81

1000t

*1 PRTR-listed substances*2 Cardboard, wood, paper, and plastic used in product shipping*3 Including valuable resources (Japan)*4 Emissions off-site

37

Cate gory*3

1000m³

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Environmental Targets / Results / Data

Environmental Accounting

Furukawa Electric Group has introduced environmental accounting to quantitatively grasp the costs and effects of environmental
conservation activities, and is striving for efficient and effective environmental activities. Our calculations are based on "Environmental
Accounting Guidelines 2005", published by the Ministry of the Environment, and these cover Furukawa Electric and 21 Japanese groupcompanies.
In FY2021, environmental conservation costs totaled 2.68 billion yen in expenses and 1.32 billion yen in environment-related investments.
Compared with the previous year, expenses increased by 110 million yen and investments increased by 200 million yen.

List of all applicable companies䠖Scope of the environmental accounting

Environmental Targets / Results / Data

Third-Party Verification Report
The Group works on the improvement of the reliability of environmental data through third-party verification. Data on greenhouse gas
emissions (Scope 1,2,3), energy consumption, water usage amount and discharged amount in FY2021 were verified by the third-party.
(July 2022)

Greenhouse Gas Emissions䠄Scope1,2,3䠅
Energy Consumption
Water Usage and Discharge

38

Consumer Issues

Community
Involvement

DataBasic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Initiatives

Contribution to a Carbon-Free Society

Climate Change

Reduction of Greenhouse Gas Emissions
The greenhouse gas emissions of Furukawa Electric Group are mainly energy originated CO䈻 emissions and the sulfur hexafluoride
emissions.

Basic Concept of Climate Change

In FY2021, the CO䈻 emissions of the group companies in Japan totaled 281,000 tons-CO䈻e, which was 20.4% decrease from FY2017. CO䈻emissions of the overseas group companies totaled 352,000 tons-CO䈻e, which was decrease of 23.6% from FY2017. In addition, sulfur

Furukawa Electric Group has formulated the Furukawa Electric Group Environmental Vision 2050, which looks ahead to the year 2050,

hexafluoride emissions of FY2021 were reduced significantly compared to FY2017, due to the improvement of test facilities etc., and total

and has been working to reduce greenhouse gases throughout the value chain as a contribution to a carbon-free society. In particular, wegreenhouse gas emissions were reduced by 264,000 tons compared to FY2017.

have been working to reduce greenhouse gas emissions (Scope 1 and 2) in our business activities, use renewable energy, save energy at
our plants, and reduce CO䈻 emissions in our logistics. To avoid the effects of climate change, we have also taken appropriate preventive
measures against physical risks, such as heavy rainfall. In order to accelerate our efforts to reduce greenhouse gas emissions toward
carbon neutrality, which is the goal of our Environmental Vision 2050, we revised our Environmental Targets 2030 in February 2022, setting
stricter and more ambitious reduction targets than before. We will continue our efforts to further reduce greenhouse gas emissions.
Environmental Vision 2050
Environmental Targets 2030

Targets and Performances
As targets for FY2021, Furukawa Electric Group worked to reduce greenhouse gas emissions, increase the ratio of renewable energy, andreduce unit energy consumption. Targets and performances for FY2021 are shown in "Targets and Performances of Environmental
Conservation Activities".

Greenhouse gas emissions in our business activities (Scope 1,2)

Targets and Performances of Environmental Conservation Activities*1 For the overseas CO䈻 emission factor, purchased electricity uses published emission factors or International Energy Agency (IEA) data, and the otherenergy uses domestic CO䈻 emission factors.
*2 Emissions of greenhouse gases other than CO䈻 are converted to CO䈻 equivalent emissions using Global Warming Potential (GWP).

Greenhouse gas emissions (Scope 1,2,3)* In Scope 3, categories 1-8 are upstream, and categories 9-15 are downstream. Up to FY2018, downstream of Scope 3 is not calculated. The upstream of
Scope 3 has been calculated and the latest emission factors have been used since FY2019.

39

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Use of the Renewable Energy

Consumer Issues

Community
Involvement

Data

Energy Conservation at Factories

Usage of hydroelectric power and solar power:

Furukawa Electric Group's energy usage rate was about 20% for fuel and about 80% for electricity. In particular, we achieved energy

The subsidiary of the Company Furukawa Nikko Power Generation Inc. owns four power plants and supplies electricity generated bysaving in the manufacturing process with high energy usage ratio. We replaced conventional equipment with more efficient productionhydroelectric power. It covers 100% of the electricity for Nikko Works, and copper strip products are produced using hydroelectric power. In

process and higher efficiency equipment. We implemented measures such as heat insulation of the high temperature section of equipment

addition, solar power systems are installed for utilization in Copper Foil Div., Mie Works, domestic Group companies Totoku Electric Co.,

considering energy balance. Also, the factory building LED lighting is proceeding in accordance with the schedule. In FY2021, we worked

Ltd., Furukawa Automotive Systems Inc., and production sites at overseas Group companies in Mexico, China, and India. We willon the utilization of recovered waste heat, reduction of power consumption during non-operation, and updating transformers andcontinuously move ahead on the installation of the solar power system.

refrigerators.

Introduction of electricity derived from renewable energy:
At overseas group companies, electricity derived from renewable energy is used at production sites in Germany, Italy, Hungary, and thePhilippines. Also in Japan, from April 2021, at Hiratsuka Works, from April 2022 onwards at domestic production sites in Copper Foil Div.,
Chiba Works, and Mie Works have partially started introducing electricity derived from renewable energy.
In FY2021, the share of renewable energy was 17.1% for the domestic group companies and 10.9% combined with the overseas groupcompanies. Although the ratio of renewable energy was decreased temporarily due to an update in the generators and waterways of thehydroelectric power generation facilities owned by Furukawa Nikko Power Generation Inc., we will continue to work on increasing the shareof renewable energy usage by implementing reliable maintenance through FY2022.
TOPICS "Wrought copper products/superconducting products manufactured with renewable energy"

Energy consumption

Reduction of CO2 Emissions in Logistics
In FY2021, the domestic group’s freight transport volume was 190 million ton-kilometers.
Furukawa Electric accounted for 121 million ton-kilometers of the total, increased 2.9% from FY2020, and CO䈻 emissions increased 5.1%
to 14,400 tons-CO䈻. Freight energy intensity increased 2.4% from FY2020. We will continue to promote modal shifts, improve loading
ratios, and promote joint distribution.

Renewable Energy Ratio (Furukawa Electric and Domestic Group Companies)

Solar power panels installed

Solar power panels installedby Furukawa Automotive Systems Inc. headquarters

by TOTOKU Electric Co., Ltd.

(started operation in January 2022)(started operation in January 2021)

Hydroelectric power generationCO䈻emissions and energy intensity related to transportation (Furukawa Electric)

by Furukawa Nikko Power Generation Inc.

40

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Internal Carbon Pricing

Consumer Issues

Community
Involvement

Data

Consistency with Japanese Government Policy

From FY2019, estimation on Internal Carbon Pricing (ICP: Shadow Price) has started. By visualizing the prices for each division,

In order to accelerate our efforts to reduce greenhouse gas emissions to achieve our Environmental Vision 2050, We have revised our

preparation to avoid climate change risks toward decarbonization was promoted.

Environmental Target 2030. This content is also in line with the Plan for Global Warming Countermeasures, a comprehensive plan for the

For example, a division that cannot meet its reduction target will have a negative ICP and will incur a hypothetical valuation loss.

implementation of Japan’s emissions reduction goal for the year 2030, presented by the Japanese government in October 2021.

Conversely, when achieved, the ICP will be positive and a hypothetical valuation will be gained. Based on the results of quarterly
Japanese Government's Plan for Global Warming Countermeasures

evaluations and posting effects, the renewable energy introduction plan will be promoted for divisions that cannot reach the targets.

Furukawa Electric Group's Environmental Targets 2030
Measures Against the Physical Risks of Climate Change

Information Disclosure, External Evaluation and Certification
Furukawa Electric Group takes appropriate management and preventive measures against physical risks related to climate change (heavy
rain, heavy snow, etc.). The following is an introduction to the initiatives of the Hiratsuka and Nikko Works.

Furukawa Electric Group answers questionnaires from the CDP group of institutional investors, responding to the CDP Climate Change
questionnaire since FY2008. In order to support customers making use of CDP supply chain programs, we participated in explanatory

Work

TargetMeasuresmeetings and attended webinars. We will continue to expand the scope of environmental data we disclose and enhance our reliability. We
also collaborate with The Japanese Electric Wire & Cable Makers’ Association and the Japan Copper and Brass Association.

Development of stormwater reservoirs
Hiratsuka

heavy rain

The Group has received the following external evaluations and certifications.

Regular cleaning of drainage systems and installation of bypasses to increase drainage
capacity

CDP

Waterproofing of factory roofs to prevent flooding in the factory

SBT
Reinforcement work to prevent damage to factory buildings
Nikko

heavy snowfall

Zero-Emissions Challenge Company of the Ministry of Economy, Trade and Industry

Installation of snow-melting equipment such as electric heaters to prevent snow
accumulation on factory roofs

External Evaluation and Certification

External Collaboration

Data

Participation in Initiatives

Greenhouse Gas Emissions Throughout the Value Chain (Scope 1,2,3)
Greenhouse Gas Emissions (Scope 1)

Furukawa Electric Group participates in the following initiatives to realize a carbon-free society.

Greenhouse Gas Emissions (Scope 1,2)

Task Force on Climate related Financial Disclosure (TCFD)

CO䈻 Emission and Energy Intensity Related to Transportation

Japan Climate Initiative (JCI)
COOL CHOICE, an initiative by the Ministry of the Environment to reduce greenhouse gas emissions

Greenhouse Gas Emissions Per Unit of Sales

Challenge Zero, an initiative by Keidanren for a decarbonized society

Third-Party Verification of Greenhouse Gas Emissions Data
Energy Consumption

Participation in Initiatives

Third-Party Verification of Energy Consumption Data
Renewable Energy Ratio

Collaboration with Industry Associations
Furukawa Electric and some of our domestic group companies belong to two industry associations, the Japan Electric Wire & Cable
Makers' Association and the Japan Copper Brass Association. As the executive company of the two associations, we are involved in theformulation of their carbon neutrality action plans and ensure that policies and strategies are consistent with those of the industry
associations and our own. In addition, we are working, as a leading company, to the measures each of industry associations hold to reducegreenhouse gas emissions. In the unlikely event of a conflict in our positions, we coordinate with each other to ensure consistency in ourpolicies.

41Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Governance (progress beyond FY2020 being underlined)

Contribution to a Carbon-Free Society

Information Disclosure Based on the TCFD Recommendations

Disclose the organization’s governance around climate-related risks and opportunities.
a) Disclose the organization’s governance around climate-related risks and opportunities.
b) Describe management’s role in assessing and managing climaterelated risks and opportunities.

We have endorsed the Task Force on Climate-related Financial Disclosures (TCFD) recommendations since January 2020, recognizing

Recognizing that climate-related risks and opportunities are important management issues (materiality), the Board of Directors and thethat climate-related risks and opportunities are our materiality issues. We are also a member of the TCFD Consortium, which was

Management Committee conducted the following discussions related to climate change. The Board of Directors also reports and sharesestablished as a forum for companies and financial institutions that endorsed the TCFD recommendations to work together to promote

quarterly progress related to climate change.

effective corporate disclosure and to discuss how to link disclosed information to appropriate investment decisions by financial institutions
and others.

Board of Directors

At the same time, we also participated in the “Climaterelated risks and opportunities scenario analysis support program in line with theNov. 2018 – April 2019

Formulated Furukawa Electric Group Vision 2030 and reviewed the Group’s Core Value.

TCFD,” implemented by the Ministry of the Environment.

Feb. 2021

Formulated Furukawa Electric Group Environmental Vision 2050.

We will continue to utilize the TCFD to strengthen our relationship of trust with our stakeholders in order to achieve carbon neutral society.

Management Committee

The TCFD was established in December 2015 by the Financial Stability Board (FSB) at the request of the G20 to examine how climaterelated information should be disclosed and addressed by financial institutions, and released its final report in June 2017. It recommends

Oct. 2018 – April 2019

Formulated Furukawa Electric Group Vision 2030 and reviewed the Core Value.

that companies and others disclose the following items related to climate-related risks and opportunities

Jan. 2019

Applied for SBT certification and formulated the Environmental Goal 2030.

Jan. 2020

Endorsed the TCFD’s recommendations and signed the UN Global Compact.

Dec. 2020 – Feb. 2021

Formulated Furukawa Electric Group Environmental Vision 2050.

Nov. 2021 – Feb. 2022

Formulated Environmental Goal 2030 and applied for SBT certification

Strategy (progress beyond FY2020 being underlined)
Disclose the organization’s governance
Governancea) Describe the board’s oversight of climate-related risks and opportunities.

Disclose the actual and potential impacts of climate-related risks and opportunities on the organization’s businesses, strategy,

around climate-related risks andopportunities.

and financial planning where such information is material.

b) Describe management’s role in assessing and managing climaterelated risks
and opportunities.

Disclose the actual and potential impactsof climate-related risks and opportunities

D Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term.
E Describe the impact of climate-related risks and opportunities on the organization’s businesses, strategy, and financiala) Describe the climate-related risks and opportunities the organization hasplanning.

identified over the short, medium, and long term.

F Describe the resilience of the organization’s strategy, taking into consideration different climaterelated scenarios, including a

on the organization’s businesses,
Strategy

strategy, and financial planning wheresuch information is material.

b) Describe the impact of climate-related risks and opportunities on the

2°C or lower scenario.

organization’s businesses, strategy, and financial planning.

Scenario Analysisc) Describe the resilience of the organization’s strategy, taking into considerationdifferent climaterelated scenarios, including a 2°C or lower scenario.
Disclose how the organization identifies,
assesses, and manages climate-related
Risk

Climate-related risks (transition risks, physical risks) and opportunities are identified by business area and categorized for each time
horizon (short, medium, and long term).

a) Describe the organization’s processes for identifying and assessing climaterelated risks.

In FY2019, we participated in the Scenario Analysis Support Project for Climate-related risks and opportunities in line with the TCFD,

risks.

conducted by the Ministry of the Environment. We identified climate-related risks and opportunities and conducted scenario analysisb) Describe the organization’s processes for managing climate-related risks.

Managementfor our key infrastructure businesses (fiber optic cables of the Communications Solutions Business and power cables of the Energy
Infrastructure Business). In fiscal 2020, we identified climaterelated risks and opportunities and conducted a scenario analysis for ourc) Describe how processes for identifying, assessing, and managing climaterelated risks are integrated into the organization’s overall risk management.
Describe how processes for identifying,a) Disclose the metrics used by the organization to assess climate-related risks

assessing, and managing climate-related

and opportunities in line with its strategy and risk management process.

key automotive products business.
Climate-related scenarios are 2°C and 4°C scenarios. We set 2030 as the time axis for consideration, which is the target year of
Furukawa Electric Group Vision 2030 and of achieving the SDGs. However, 2050 was set for physical risks.

risks are integrated into the organization’s
Metrics andTargetsoverall risk management.

Regarding the procurement of materials for the supply chain, the scenarios for the fiber optic cables and power cables businessb) Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse gas (GHG)
emissions and the related risks.

conducted in fiscal 2019 covered copper only (glass and plastic materials were excluded). The analysis for automotive products
conducted in fiscal 2020 covered copper, aluminum, and plastics.

c) Describe the targets used by the organization to manage climate-related risks
and opportunities and performance against targets.

42

Basic Approach

Organizational
GovernanceTargetmanufacturing items
Production baseMaterials used

Human Rights

Optical fiber cables

Labour Practices

Power cables

Global production bases (Asia,
North/Central America, EMEA)

Japan, China

Supply chain

Covers copper only. Not include glass materials or plastics

Climate-related scenarios

2°C scenario, 4°C scenario

Target time period

Risks

Physical risks

Community
Involvement

Data

Disclose how the organization identifies, assesses, and manages climate-related risks.
D Describe the organization’s processes for identifying and assessing climaterelated risks.

Copper (wires, terminals) Aluminum(wires)Plastic (harness coating materials)

E Describe the organization’s processes for managing climaterelated risks.
F Describe how processes for identifying, assessing, and managing climaterelated risks are integrated into the organization’s
overall risk management.

Covers copper, aluminum and plastics

The Company’s overall risk management is supervised and promoted by the Risk Management Committee (Chair: President; ViceChair:
General Manager of the Risk Management Division). The Committee meets every six months to discuss issues such as riskby 2030 䠄for physical risk, by 2050 䠅
Increased revenue from accelerating
development of 5G/B5G along with theproliferation of smart cities and the surgeof communications traffic

Increased revenue fromdemand growth forsubmarine cables and theenhanced coretransmission network alongwith the spread ofrenewable energy

Increased revenue from increased
demand for products along with
automotive electrification and weight
reductiond

Carbon tax avoidance by adopting
renewable energy

Carbon tax avoidance byadopting renewable energy

Carbon tax avoidance by adopting
renewable energy

Carbon tax on GHG emissions

Carbon tax on GHG
emissions

Carbon tax on GHG emissions

Increased in renewable energy
procurement costs

Increased in renewableenergy procurement costs

Increased in renewable energy
procurement costs

Increase in procurement costs due tocarbon tax on copper (not yet considered
for glass materials and plastics)

Increase in procurement
costs due to carbon tax oncopper (not yet considered
for plastics)

Increase in procurement costs due tocarbon tax on materials (copper,
aluminum, and plastics)

Operation suspension caused by drought

No impact

Operation suspension caused by weather
disasterOpportunities

Transition risks

Consumer Issues

Risk Management (progress beyond FY2020 being underlined)

Automotive products
Global production bases (Asia,
North/Central America)

Copper (conductive
material)
Plastic (cable coating
materials)

Glass material (fiber optics)
Plastic (cable coating materials) Copper(metal communication cables)

Fair Operating
Practices

Environment

management, internal control, and compliance. Subcommittees are established for each risk of high importance, such as environmental
risk.

Measures against Physical Risks Related to Climate Change
The Group takes appropriate management and preventive measures against physical risks related to climate change (heavy rain, heavy
snowfall, etc.). The following are examples of measures taken at Hiratsuka and Nikko Works.
Works

Risk
heavy rain

Hiratsuka

Furukawa Electric
heavy snowfall
Nikko

Main measures against risks
Installation of rainwater reservoirs
Regular cleaning of drainage system and installation of
bypass pipes to increase drainage capacity

We have added climate change as a risk item to the “Business-Related Risks” in fiscal 2020, in order to show our recognition that

Implemented waterproofing work on the factory roof toprevent flooding in the factory

In FY2021, risk items are classified into "management strategy risk" and "operational risk," with "climate change (carbon neutrality)" andPlanned reinforcement work to prevent damage to factorybuildings

initiatives reflect the results of scenario analysis.

climate change is a risk that could affect the Group's performance, stock price and financial situation.
"impact of natural disasters, infectious diseases, etc." recognized as management strategy risks. In addition, some of the risks and major

Installed snow-melting equipment such as electricheaters to prevent snow accumulation on factory roofs

Future measures
In fiscal 2020, we expanded the scope of scenario analysis to the automotive product business, but a task remains in that the risks andopportunities that we have quantified are limited. We are now aware of the need to deepen the analysis of each scenario and integratethem. In order to achieve Furukawa Electric Group Vision 2030 and Furukawa Electric Group Environmental Vision 2050, we willcontinue to work on business impact assessment and response measures, and disclose information to strengthen our relationship oftrust with our stakeholders.

43Basic Approach

Classification

Organizational
GovernanceRisk Item

Human Rights

Description of Risks

Fair Operating
Practices

Environment

Community
Involvement

Consumer Issues

Data

Metrics and Targets (progress beyond FY2020 being underlined)

Major Initiatives

Transition risks include increased

Established the "Environmental Vision 2050", set a

manufacturing and material procurement

challenge goal of zero greenhouse gas emission and thecosts due to carbon taxes caused by"Environmental Goal 2030" raised and reestablishedinformation is material.

Endorsed the Climate-related Financial Disclosure Task

D Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy

greenhouse gas emission targets andpolicies in each country
Climate change

Exclusion from supply chains, products,(Carbonservices, and labor markets due toneutrality)

inadequate climate action

Disclose the metrics and targets used to assess and manage relevant climate-related risks and opportunities where suchandrisk management process.

Force (TCFD) recommendations and conducted scenario
analysis

E Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the related risks.

In addition to the use of hydroelectric power generation

F Describe the targets used by the organization to manage climaterelated risks and opportunities and performance against
targets.

in the Nikko area, install photovoltaic power generation in

Suspension of factory operations due toJapan and abroad and convert purchased electricity tounrecognized flood and drought risks

renewable energy sources䞉In fiscal 2020, we set the target of zero by 2050.

Identification of flood and drought risks due to climate

䞉In FY2021, we revised our Environmental Goal 2030 and raised our greenhouse gas reduction target. As a result, we obtained SBTchange and formulation of countermeasures

WB2°C (well-bellow 2°C) certification in July 2022.

caused by climate changeManagement

Labour Practices

strategy risk
Plant shutdowns due to building damage

Promoting Business Continuity Management (BCM) withor flooding caused by large typhoons

ISO 22301

that occur due to extreme weather
Impact of natural

conditions

disasters,

Disruption of supply chains of suppliers

infectious

and suppliers due to large-scalediseases, etc.

earthquakes, tsunamis, fires, infectious
disease outbreaks, etc.

Results
Metrics

Units
FY2017Develop and brush up business continuity plan andensure employee safety through safety confirmation

FY2019FY2020

FY20211000t-CO䈻e

903

843

742

648

640

Renewable energy ratio

%

7.9

8.9

11.0

10.3

10.9

GHG emissions (Scope 3)

1000t-CO䈻e

1,636

1,689

4,736

4,160

4,687

GHG emissions (Scope 1 and 2)

system

FY2018Establish data centers in facilities that are earthquake
resistant and provide a stable communications
environment
Challenge goal

Targets

Multiplexing of supply chains

MetricsUnits

For details, please refer to "Business-Related Risks" on our website.

FY2022

FY2025

FY2030FY2050FY2017 as a base year

Climate-related risks are considered as the priority issue for environmental risk, and are of direct concern to general managers of each

GHG emissions (Scope 1 and 2)

1000t-CO䈻ebusiness division and divisional representatives, who are members of a special committee, Furukawa Electric Group Environmental
Committee (Chair: General Manager of the Risk Management Division; Vice Chair: General Manager of the MONOZUKURI Innovation

Renewable energy ratio%

GHG emissions (Scope 3)

1000t-CO䈻e

Zero-17.7%-28.3%

-46%

11.5%

13%

-

-

Division). The Committee meets every three months, examines climaterelated risks, and reports and proposes on the monitoring status
FY2019 as a base yearof climate-related risks and environmental issues to the Management Committee and the Board of Directors.

-4%

In fiscal 2020, we discussed the formulation of Furukawa Electric Group Environmental Vision 2050, including the 2050 Challenge goal,
and made a proposal to the Management Council and the Board of Directors.

-10%

-20%

Internal carbon pricing(ICP)In FY2021, we are discussing raising the 2030 environmental target for reducing greenhouse gas emissions (Scope 1 and 2) to a level

Estimation of internal carbon pricing began in fiscal 2019. By making carbon prices visible for each business unit, we encouragethat is consistent with our aim to become carbon neutral in 2050.

preparation for avoiding climate change risks with the ultimate goal of decarbonizing. For example, a business unit that fails to meet
its reduction target will have a negative ICP, resulting in a hypothetical valuation loss. Conversely, if the division achieves the target,

For risks related to natural disasters, another special committee, the Central Disaster Prevention and BCM Promotion Committee (Chair:
General Manager of the Risk Management Division; Vice Chairmen: General Manager of the Business Base Innovation Division andthe ICP will be positive and a virtual valuation gain will be generated. The quarterly evaluation and posting effects will promote plans

General Manager of the Monozukuri Innovation Division), is held regularly every three months to establish Business Continuity

to introduce renewable energy for those divisions that have not met their targets.

Management (BCM), identify business continuity risks, including natural disasters, and promote and manage the identification process.

Disclosure of environmental information and improvement of external evaluation
We have responded to the CDP questionnaire regarding CDP climate change since fiscal 2008 and CDP water security since fiscal
2013. We obtained A rating in CDP climate change and B rating in CDP water security in fiscal 2020.
In cooperation with customers who utilize the CDP Supply Chain Program, we will participate in explanatory meetings and workshops,
and in order to maintain and improve the CDP score, we will continue to expand the scope of disclosure of environmental informationand increase reliability. We successfully obtained an A rating in the CDP Supplier Engagement Assessment for fiscal 2021 for thethird consecutive year, thanks to collaboration with interested parties.
With regard to Scope 3, we began disclosing GHG emissions by category in fiscal 2020.

44

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Our Group Scope 1 ,2 ,3 Greenhouse Gas Emissions Results䠄 1000t-CO䈻 e䠅

CO䈻

FY2017FY2018FY2019FY2020

FY2021

148

148

139

115

121

SF6

90

49

32

28

7

238

197

172

143

128

Scope 2

665

646

570

504

512

903

843

742

648

640

2,493

1,656

1,809

Category 1

Purchased goods and services

Category 2

Capital goods

187

158

134

Fuel- and energy-related activities (not

112

94

101

73

126

190

Category 3

Upstream

Category 4

has been working to reduce waste, minimize the use of resources, and recycle. As for waste reduction, the Group began activities toreduce the amount of non-recyclable waste in FY 1993. Since FY2001, we have been promoting zero emission activities. As of FY2014,
we have been promoting activities to reduce the total amount of waste generated, including valuable resources.
In 2021, new work was started to deal with plastic issues, including the issue of plastics in the seas and oceans. In March 2021, the"Furukawa Electric Group Environmental Vision 2050" was formulated to promote the use of recycled materials and minimize the impact onusage amounts of plastic new materials and single-use plastic were set.
We will continue to work on more efficient use of resources in order to contribute to realizing a recycling-based society for resources.

Waste generated in operations

22

21

22

Category 6

Business travel

7

6

7

Category 7

Employee commuting

23

23

24

Category 8

Upstream leased assets

7

6

7

Downstream transportation and

11

9

10

-

-

-

1,720

1,980

2,303

*2

Scope 1+2+3*1 *2

Furukawa Electric Group has incorporated the promotion of resource conservation and recycling into the "Basic Environmental Policy" andecosystems throughout the value chain. In February 2022, the "Environmental Targets 2030" was revised and reduction targets for the

Upstream transportation andCategory 5

Category 10

Scope 3*1 *2 *3

Basic Concept of Efficient Use of Resources

distribution

Category 9*1

Downstream

Waste Reduction, Effective Use of Resources

included in Scope.1 or Scope.2

*1

Data

Contribution to a Water / Resource Recycling Society

Scope 1

Scope 1+2

Community
Involvement

Consumer Issues

Basic Environmental Policy

Targets and Achievements
Waste Reduction

distribution
Processing of sold products

Category 11

Use of sold products

Category 12*2

End-of-life treatment of sold products

50

51

48

Category 13

Downstream leased assets

2

3

4

Category 14

Franchises

-

-

-

Category 15*1

Investments

28

28

28

1,636

1,689

4,736

4,160

4,687

2,539

2,532

5,477

4,808

5,326

Targets and achievements for FY2021 are shown in "Targets and Performances of Environmental Conservation Activities". In FY2021, thebasic unit of waste reduction per net sales for Japan group companies decreased by 2.6% compared to FY2020. We are working to reduce
the generation of waste in the production process, such as by introducing waste liquid treatment facilities to reduce waste liquid.
Targets and Performances of Environmental Conservation Activities (Environmental Targets 2030)*1 In FY2022, categories 4, 9, and 15 were recalculated retroactively to FY 2019 due to a partial revision of the calculation methodology following the SBT
WB2°C review.
*2 In FY2020, we began working on the calculation of Scope 3 categories 11 and 12, retroactively back to FY 2019, and in FY2021 we underwent third-party
verification.
*3 For FY2017 and FY2018, calculations are made for categories 1-9, 13 and disclosed as Scope 3 totals and overall totals (Scope 1,2,3).
Total amount of waste generated

Recycling of Plastic Resources
In February 2022, the "Environmental Targets 2030" was revised and targets for "understanding and reducing the amount of packaging
plastic (single-use plastic)" and "understanding and improving the recycled plastic usage" were set. In FY2022, we are working tounderstand the usage amount.

45

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Initiatives

Data

Recycling of Electric Wires and Optical Cables at FETEC

Raw Materials Data

Consumer Issues

Community
Involvement

Total Waste Generation Data

Furukawa Electric Ecotech Co., Ltd. (FETEC), one of our group companies, is in the business of recycling waste electric wires and opticalcables by separating them into metal and plastic. FETEC has an established system for collecting waste electric wires, and almost 100% of

Recycled Resource Volume Datametals such as copper, which is a conductive material, are recycled. The coating material is also recycled from recycled plastic back into
Final Disposal Volume Data

the wire coating. In addition, FETEC is developing technologies to improve the accuracy of material separation and pursuing application
technologies to expand the effective use of recycled products, and is continuing to take on the challenge of reducing the waste of wires andHazardous Waste Generation

cables to as close to "zero" as possible.

Data on Environmental Conservation Costs Related to Pollution, Waste, and Resource use

Recycling of Electric Wires and Optical Cables at FETEC(only available in Japanese)

Research and Development of Recycling Technology at Furukawa Electric
Since 1990, Furukawa Electric has actively worked to use recycled materials including cable waste and plastic packaging andcontainers. In 2019, The Company developed a single-process technology for upcycling difficult-to-recycle disposable plastic products andwastepaper into reinforced plastic. Cellulose fibre, the main component of paper, and plastic typically do not blend well, but when utilising
Furukawa Electric’s Advanced Paper Fibre Upcycling (APFU) technology to break down the paper into loose cellulose fibers while blending
it with plastic, it is possible to upcycle these materials into plastic with about twice the strength as the original plastic. With the aim of
expanding the use of this technology, we are partnering with government agencies in Japan and abroad, as well as the plastic andrecycling industries. For example, The company is participating in WIPO GREEN, a platform for technology exchange related toenvironmental conservation operated by the World Intellectual Property Organization (WIPO) of the United Nations, and has registered thistechnology. By promoting technology exchange through the use of intellectual property, we will contribute to the spread of environmentrelated technologies.
Building a Solution to the Plastic Waste Problem with a unique recycling technology

Recycling of Copper (Furukawa Electric)
The Company is working on recycling copper which is the main raw material. Recovering copper from used wires and cables collected by
the Group companies, Copper Foil Div. manufactures copper foils by using 100% recycled copper.

External Collaboration
The Group has been participating in the following initiatives for resource conservation.
Japan Clean Ocean Material Alliance (CLOMA)WIPO GREEN
Participation in Initiatives

46

Data

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Initiatives

Contribution to a Water / Resource Recycling Society

Effective Use of Water Resources

Formulation of Water Management Plan
The Group has established water management plans at the total Group level and at each business company level, and has been engaged
in reduction of water consumption. As of July 2022, 42 companies (46%) of the 91 Furukawa Group companies had established water

Basic Concept of Efficient Use of Water Resourcesmanagement plans.

Furukawa Electric Group engages in the efficient use of water resources in order to contribute to the sound material-cycle society. The
Initiatives to Reduce Water Consumption at the FAS Headquarters

entire group is working on reducing water consumption, recycling, and reusing water. In addition, the Group makes efforts to control
and understand the amount of water consumption and discharge at each works. The Group will continue its efforts to further reduce

The cooling towers in the plant required periodical chemical cleaning to remove precipitated components in the circulating water, and a lot

water consumption in the future.

of water was required for its cleaning process. Therefore, a purification system was installed to prevent precipitation, and the process was
improved to require no chemical cleaning. As a result, the Company could reduce waste, reduce water consumption (50% reduction in

Targets and Achievements

running costs), and save energy by improving cooling efficiency.

Targets and achievements for FY2021 are shown in "Targets and Performance of Environmental Conservation Activities".
Identification of Water Risk Areas and Water Stressed Areas

While the total amount of water resources used increased in FY2021, the intensity of water consumption decreased. The intensity of water
consumption per unit of production was 1,31m3 /100 million yen, an decrease of 9.7% from FY2020. We will continue to promote theeffective use of water resources necessary for production processes and to manage water quality and discharge amount by working on

The Group has identified water risk areas (flood-hazard area) and water stressed areas (water supply shortages areas) for its major works

regular checks for water leakage, water-saving, and recycled water usage. In February 2022, the "Environmental Targets 2030" wasin Furukawa Electric Group by utilizing municipal hazard maps and World Resources Institute (WRI) AQUEDUCT. As a result, tworevised and a target for improvement of water usage per sales unit by 10% or more compared to FY2020.

works have been identified as water risk areas: Hiratsuka Works and TMS in Indonesia. The Group conducts annual risk assessments,
including those for water resources, and incorporates them into the BCM plan chart for improvement. In addition, no water stressed areas

Targets and Performance of Environmental Conservation Activities (Environmental Targets 2030)

were identified. The Group will continuously conduct surveys, and if water stressed areas are identified, the Group will communicate withthe local governments and other stakeholders in the area in order to implement countermeasures.
Furthermore, Costs associated with water-related risks (capital investment, etc.) were 152 million yen in FY 2021.

Data
Water Withdrawal Data
Water Discharge Data
Water Recycling and Reuse Volume Data
Third-Party Verification of Water Withdrawal and Discharge Data

Use of water resources

47

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Initiatives

Contribution to a Society that Coexists with Nature

Chemical Substance Management

Appropriate Management of Chemical Substances in Manufacturing Processes
We confirm the handling precautions and applicable laws and regulations for chemical substances used in Furukawa Electric Group
manufacturing processes using GHS labels and SDS (safety data sheets), and manage these substances accordingly. Additionally, in
accordance with the PRTR Law*1, we are working to ascertain the amounts of substances handled, transferred, and released.

Basic Concept of Chemical Substance Management

Management of Chemical Substances Contained in Products

Furukawa Electric Group has incorporated the reduction of environmentally hazardous substances into its Basic Environmental Policy, andhas been working to reduce emissions of hazardous chemical substances in manufacturing processes and to properly manage chemical

Response to Customer Requests

substances. The Group has also been working on environment-friendly procurement and management of chemical substances containedin products in compliance with related laws and regulations. We will continue to work to further reduce our environmental impact.

Furukawa Electric Group has participated in JAMP*2 since 2009, and is implementing group-wide environmental inspections based on thelatest information from the JAMP chemSHERPA*3 management target substance list, which concerns management of chemical

Basic Environmental Policy

substances contained in products. We also monitor trends in laws and regulations covering the chemical substances contained in products
and compile and update data as it becomes available, allowing us to respond promptly to customer requests.

Targets and Achievements

Response to Overseas Regulations and Management of Chemical Substances Contained in Products

As a domestic Group activity target for FY2021, we worked to reduce emissions of volatile organic compounds (VOC). In FY2021,

Furukawa Electric Group has established a system for managing chemical substances contained in products at its major bases and groupemissions by Japan group companies decreased by 7.3% from the previous year. We will continue to take action to suppress emissions incompanies, and is strengthening environmental product regulations, identifying environmental risks that must be reduced, andour production processes and other activities, as well as reduce the use of target substances.

implementing measures according to the significance of the risks.
Regarding compliance with the EU REACH environmental product regulations

VOC Emissions Data

In FY2021, we conducted product environmental inspections of 223 substances that are candidates for approval up to the 26th SVHC listof the EU REACH product environmental laws and regulations.

Green Procurement Activities
With regards to procurement of raw materials, components, and intermediate products used in Furukawa Electric Group products, we
confirm that suppliers have established management systems for chemical substances contained in products and evaluate how thesesystems are being operated, based on business division Green Procurement Guidelines*4. We also confirm the survey data of chemical
products contained in products based on updated information regarding product environmental laws and regulations in order to purchaseappropriate products.
*1 PRTR Law: Law Concerning Reporting, etc. of Releases to the Environment of Specific Chemical Substances and Promoting Improvements in Their
Management*2 JAMP: Joint Article Management Promotion-consortium*3 chemSHERPA stands for "chemical information SHaring and Exchange under Reporting PArtnership in supply chain". This is a joint communication scheme
currently operated by JAMP that communicates information on chemical substances contained in products throughout the supply chain, from upstream
companies to downstream companies.
*4 The Group has established "Green Procurement Guideline", which indicates that the Group will preferentially and continuously procure environment-friendly
products that lead to biodiversity conservation, forest conservation, and resource conservation.

Green Procurement Guideline

Data
Emissions of volatile organic compounds (VOC)NOx and SOx emissions
PRTR substances list48

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Initiatives

Contribution to a Society that Coexists with Nature

Biodiversity Conservation

Cultivation of the Endangered Plant and Community Cleanup Activities at Yokohama, Chiba, Hiratsuka, and Shiga Works
The Group company Furukawa Research Inc. launched activities in FY2015 to cultivate the class 䊡 endangered species*1 of the flower"Pulsatilla Cerna" within the grounds of Yokohama Works in Furukawa Electric, as a part of our efforts to contribute to the local society. In

Basic Concept of Biodiversity Conservation

FY2016, the cultivation activity also took place at Hiratsuka Works and Chiba Works by separating the roots of the existing plant andblooming beautifully through the activities of cultivating teams. Harvested seeds were distributed to each site of Furukawa Automotive

Furukawa Electric Group has incorporated its efforts to conserve biodiversity into "Basic Environmental Policy". The Group has established

Systems Inc. to expand the conservation activity of "Pulsatilla Cerna".

comprehensive guidelines for the Furukawa Electric Group's biodiversity conservation efforts. The Group will carry out its activities based

Based in Shiga Prefecture, Furukawa Automotive Systems received recognition for its cultivation of the class II endangered specieson these guidelines. As beneficial initiatives for the ecosystem, the Group will conserve rare plants and animals and procure based on

Pulsatilla cernua and cleaning activities in the local community conducted through its ISO 14001-based environmental management

Green Procurement Guideline*. In addition, the Group will conduct single-use plastic reduction activities and community cleanup activities

systems in the "Shiga Biodiversity Initiatives Certification 2020" *2 program, earning the highest rating of three stars.

as initiatives to reduce the harmful effects to ecosystem.
*1 “Class II endangered species” refers to species with an increased risk of extinction.
* The Group has established "Green Procurement Guideline", which indicates that the Group will preferentially and continuously procure environment-friendly*2 In 2015, Shiga Prefecture established the Biodiversity Shiga Strategy, which is based on the philosophy of “utilizing the inherent strength of nature andproducts that lead to biodiversity conservation, forest conservation, and resource conservation.

protecting life across generations”. Since 2018, the Shiga Biodiversity Initiatives Certification program has been used to evaluate the efforts of businesses toconserve biodiversity.

Green Procurement Guideline

Furukawa Electric Group Biodiversity Conservation Guidelines

1. Evaluate the effects that our business activities have on the ecosystem, and minimize the harmful effects while maximizing thebeneficial ones
Yokohama Works

2. To sustainably use resources and conserve biodiversity, consider more than ever the need to carry out measures against

Chiba Works

Hiratsuka Works

Furukawa Automotive
Systems Inc.䠄Shiga䠅

climate change, conserve resources, recycle and reduce environmentally hazardous substances
3. Carry out activities in collaboration with local communities to conserve biodiversity

Furukawa Automotive
Systems Inc.䠄Shiga䠅

Work on the Plastic Issues
While the usage of plastics just keeps expanding for their high workability and physical properties, we are facing issues such as plastics inthe seas and oceans, constraints on resources/disposals, and climate change. Under the "Environmental Vision 2050", the Group is
working on cable recycling business, R&D for recycling technology, and environmentally friendly design (usage of recycled plastic raw
materials, facilitating disassembly and sorting, etc.). In addition, as stated in the "Environmental Targets 2030", the entire group will work to
reduce the usage amount of plastic new materials and single-use plastics.
Specific activities are introduced on the pages "Waste Reduction, Resource Use Minimization, and Recycling".

49

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Initiatives by the Group company

2021: Implementing tree-planting

Continuous participation in Furukawa

2020: Monitoring and controlling of

2021: Implementation of environmental

activities (Furukawa Electric (Shenzhen)

Forest tree-planting activity by Tochigi

treated water waste discharge

beautification activities by participatingCo., Ltd.)

Furukawa Kai. (Furukawa Precisionparameters to ensure the natural statein events in Ichihara City. (SBSEngineering Co., Ltd.)of rivers. (Furukawa Electric LatAm

Furukawa Logistics Corp.)

S.A.)

2021: Implementation of cleanup

2021: Implementation of environmental

2021: Recycling aluminum bottles and2021: Reduction of plastic bag use

activities around the ferry terminal

beautification activities around Lakecaps. 䠄Furukawa Automotive Systems

frequency in the employee cafeteria(event in Kitakyushu City). (SBS

Biwa. (Furukawa Automotive Systems(Thailand) Co., Ltd. 䠅

Furukawa Logistics Corp.)Inc.)

and reduction of Styrofoam use bychanging food packaging materials.

䠄Siam Furukawa Co., Ltd. 䠅

Other activities (FY2021)
Continuous implementation of cleanup activities and green conservation activities around factories, coasts, rivers, parks, etc. (MieWorks, Furukawa Electric ,Furukawa Automotive Systems Inc., Furukawa Techno Material Co., Ltd., Furukawa Nikko Power Generation
Inc., Okano Cable Co., Ltd., Furukawa Automotive Systems Mexico S.A. De C.V.)
Continuous implementation of donations to the German nature and Biodiversity Conservation Union. (Trocellen GmbH)
Reduction of industrial waste by selling polypropylene plastic cases and pallets (recycling at the buyer). (Mie Works, Furukawa Electric)
Promotion of aluminum/steel can recycle by abolishing disposal and vending machine sales of PET bottles within the site. (Furukawa
UACJ Memory Disk Co., Ltd)
Separation of waste plastic and PET bottle caps. (Furukawa Electric, Furukawa Electric Advanced Engineering Co., Ltd, MyojyodenkiCo., Ltd., Ibaraki Okano Kiden Co., Ltd.)

External Collaboration
The Group has been participating in the following initiatives for biodiversity conservation.
Japan Business Initiative for Biodiversity (JBIB)Keidanren Initiative for Biodiversity Conservation
Japan Clean Ocean Material Alliance (CLOMA)
Participation in Initiatives

50

Consumer Issues

Community
Involvement

DataBasic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Green Procurement Guideline

Supply Chain
Here shows the Green Procurement Guideline to procure environment-friendly products preferentiallyand continuously from our business partners who are active in the environmental conservation
activities.

Basic approach to procurement

1. Request to the Partners
We contribute to create the social infrastructure combining information, energy, and mobility through the relationship and co-creation with
our partners . In order to realize a truly affluent and sustainable society, we have been conducting fair and sincere procurement activities to

2. Furukawa Electric Group Green Procurement (Imperative)

take the consideration about the safety and environment, under the Furukawa Electric Group Procurement Policy.

3. Operation of the Green Procurement Guideline*

Green Procurement Guideline

Furukawa Electric Group Procurement Policy

1. Fairness and Integrity
Quality Assurance Guideline

We are open to any and all business partners in accordance with the principle of free competition and we all act with fairness
and integrity.

Here shows the Quality Assurance guidelines established for understanding of the stance of Furukawa

2. Compliance with Laws and Regulations and CSR Procurement

Electric Group.

Toward the realization of a sustainable society, we conduct our procurement activities considering environment preservationand safe operation in comply with all applicable laws and regulations and we do fulfill our Corporate Social Responsibility.

1. Requirements with Respect to Quality Assurance

3. Partnership

2. Securing Resources

We always value relationships of mutual trust with our business partners to create new values by collaboration.

3. Ordering Process

We pursue to optimize our procurement conditions from the viewpoint of quality, cost, delivery, technological capabilities andCSR activities.

4. Design, Development and Change Processes
5. Purchase Process* In the Group, we call our business suppliers as the “Partners” to collaborate the value creation.

6. Manufacturing Process
7. Audits and Management of Nonconforming Products by Partners

Procurement Guidelines

Quality Assurance Guidelines for Partners
CSR Procurement Guidelineྜసఌకૅ㔞ಖચᣦ༡

Here shows the basic idea of deployment in CSR procurement in Furukawa Electric Group Business
partners.
1. Labor

2. Health and Safety

3. Environment

4. Ethics

5. Product Quality and Safety

6. Information Security

7. Business Continuity Plans

8. Management Systems

9. Contribution to Society

CSR Procurement Guideline 3rd edition

51

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Responsible Mineral Sourcing Activities

Initiatives

The Group has up to now clearly stated its approach to "responsible mineral sourcing" in the CSR Procurement Guidelines and has madePromoting CSR Procurement activities

it known to Group companies and business partners. In September 2022, we established the Furukawa Electric Group Responsible
Mineral Sourcing Policy in response to recent changes in social trends and increasing social demands regarding mineral sourcing.

Furukawa Electric Group has established "CSR Procurement Guideline" for our partners and promotes ESG procurement activities thattake into consideration "Environment" and "Social". At the end of FY2020, we published the CSR Procurement Guideline (3rd Edition), towhich we added the latest social requirement items with reference to the RBA Code of Conduct and JEITA Guidelines.

Furukawa Electric Group Responsible Minerals Sourcing Policy (Established on September 12, 2022)

We ask new suppliers for agreement to comply with our CSR Procurement Guideline as a prerequisite for starting business with us.
Furukawa Electric Group shall not procure tantalum, tin, tungsten, gold, and other minerals associated with human rights violations,

Based on our CSR Procurement Guideline, we work together with existing partners to ensure "strict compliance with laws and regulations
and fair trade," "consideration for human rights, safety, and the environment," "reduction of environmental impact," and "non-use of conflict

environmental degradation, corruption, conflicts, and other incidents in conflict-affected and high-risk areas. We will work to correct

minerals" in our procurement activities. We also hold an annual Partners Meeting to directly explain our CSR procurement guidelines andany concerns about risks that arise in our supply chain and engage in responsible minerals sourcing throughout the entire supply

our environmental and social policies, targets, and initiatives to our partners, and to provide ongoing encouragement to them.

chain.

As a risk survey for existing partners, we have started not only the conventional questionnaire but also a self-assessment questionnaire(SAQ) for major partners in accordance with the contents of the CSR Procurement Guideline since FY2021. In the event that a partner falls

Based on the above policy, we will continue to investigate the use of target metals in major products of our company and group companies

under any of the survey items that we have identified as high-risk, we will reconfirm the situation through interviews and other means, andand actively promote procurement from smelters certified under the Conflict-Free Smelter Program of the Responsible Minerals Initiative

encourage the partner to correct the situation as necessary. In the future, we will expand the scope of SAQ partners and further promote(RMI).

CSR procurement activities throughout Furukawa Electric Group.

Cooperation with External Organizations

CSR Procurement Guideline 3rd edition

In addition to our own efforts to prevent or mitigate the adverse effects of mining minerals in conflict or high-risk areas, we are a member of
the Japan Electronics and Information Technology Industries Association (JEITA) Responsible Minerals Procurement Study Group, and arePartners' Meetings and Partner Evaluation and Recognition System

working to resolve global conflict minerals issues and improve supply chain conflict minerals research activities through industry
collaboration.

We carry out partner evaluations for partners (80% of materials and equipment purchase amount) selected based on purchase amount andimportance. At the annual Partners Meeting, we explain our CSR Procurement Activities directly to our partners in order to deepen theirunderstanding of our company. In FY2021, an online meeting was held in June in consideration of the COVID-19 virus situation, with 57

Value chain BCM (Business Continuity Management)

major partners participating. In addition to the "Excellent Partner Awards," "Group Global Partner Awards," "Best Performance Awards,"
and "SDGs Awards," we also present "Special Awards" to partners who have made special contributions to our business activities,

Furukawa Electric conducts regular questionnaire surveys on its main partners about their BCM measures. In fiscal 2021, we held

recognizing their multifaceted efforts. We also evaluate main business partners on the basis of quality, technology, price, delivery system,

questionnaire surveys for main partners and placed the results we received from our business partners onto a database. In this way, we

degree of social contribution and credit condition, and then, we provide feedback on our findings, in partners meeting. In addition, we

have become able to quickly identify which partners are mostly likely to be affected during a natural disaster.

discuss the results of our evaluations with them to more closely align our awareness of procurement activities. As part of that,
we continued the activities of Procurement Logistics in fiscal 2021, by selecting the best way of the transportation within the value chain,such as the effective use of the returning vehicles, we are continuing to deal with the cost reductions, CO䈻 reductions during procurements,

Conducting Training on Subcontracting Transactionsand “the risks of the soaring logistics costs and becoming difficult to transport”. In addition, as an environmental partner engagement, westarted GHG (Green House Gas) emission survey for a part of our partners.

In order to forge sound relationships with business partners through fair transactions that comply with rules and regulations, Furukawa

For the partner evaluation in FY2021, we expanded the scope to 248 partners in consideration of more importance and provided feedback

Electric Group provides training for employees on subcontracting transactions. In fiscal 2021, the employee education which incorporates

to them. Furthermore, we requested ongoing cooperation from business partners on business continuity and stable supply initiatives.

e-learning were conducted, and we aimed to make thoroughly known the contents of the Act against Delay in Payment of Subcontract
Proceeds, Etc. to Subcontractors and management practice of mold.

52

Organizational
Governance

Basic Approach

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Challenges and Future Policy
We want to fully grasp the state of our CSR activities along the value chain by regularly asking our partners to complete a questionnaire on
their understanding of our CSR Procurement Guideline for Business Partners. We will also seek to deepen BCM (Business Continuity
Management) by giving encouragement to partners based on the results of our BCM questionnaire and manufacturing site survey, with theaim of improving crisis response levels along the entire value chain. Internally, we have held exercise and seminars on the handling of
BCM in order to raise our awareness. In addition, we are implementing the work style reform through the RPA (Robotic Process
Automation) and also making efforts to reduce internal risks through the standardization and duplication of the procurement operations.

Targets and Results (Procurement)䠖Achieved

䠖Partially achieved

FY 2021
Targets

䠖Not achieved

FY 2022
Results

Achievement

Targets

䞉Conducting assessments for䞉We assessed 248 key partners. To

䞉Conducting assessments for partners

partners and the enhancement of CSR

prevent the spread of infectious

and the enhancement of CSR

procurement surveys

diseases, the partners Meeting was

procurement surveys and other surveys

held online and we explained an outlineof the company and our procurement
policy.

䞉We started the GHG emission survey
for a part of our partners.

䞉Continue to inform partners of the䞉We have begun to conduct the self-

䞉Continue to fully inform all of our"CSR Procurement Guidelines"

assessment questionnaire (SAQ)

partners of the "CSR Procurement

and conducting the self-assessment

for key partners based on the contents

Guidelines" and conducting the SAQ forquestionnaire (SAQ) for key partnersof the CSR Procurement Guidelines.

key partners and expand for more key
partners.

䞉Based on the results of the BCP䞉Considering and implement to䞉Based on the results of the BCP

questionnaire, considering measures toincrease the number of procurement

questionnaire, considering measures tostrengthen the value chain, such asbases (and sometimes recommended

strengthen the value chain, such as

having multiple procurement partners.

to hold inventory) for important

having multiple procurement partners.

products

䞉Conflict minerals survey (data update

䞉The conflict materials surveys (data䞉Conflict minerals survey (data update

survey)update surveys) was done.

survey)䞉Promoting of the strategic “Purchasing䞉Number of the partners reducing CO䈻䞉Promoting of the strategic “Purchasing

process” activities considering the value

through procurement logistics ;process” activities considering the value

chain.

25 companies in FY 2021

chain.

53

Consumer Issues

Community
Involvement

DataBasic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Community
Involvement

Consumer Issues

Data

Quality Enhancement Project

Quality

For the purpose of improving the manufacturing ability, obtaining the technically valuable knowledge and reducing the failure cost, weselect the important issues in all business divisions and proceed the effort to solve the issues. We also aim to develop humanresources with high issues-solving ability in this activities.

Basic Approach

At the end of the fiscal year, the report meeting was held, where all business divisions listened to each other's activity reports, gained
insights, and made suggestions to each other on how to improve problem solving.

Each of the Company’s divisions has acquired ISO 9001 certification. We have been contributing to the society by introducing theprocesses of ISO9001, and constantly striving to improve quality by standardizing operations in order to provide good products andservices from the customers’ prospects.
Going forward, we will continue endeavoring to further enhance “MONOZUKURI ability” throughout Furukawa Electric Group by achieving
the quality expected by customers, based on a policy of Group-focused management.

Risk Free Design (RFD) Project
In order to achieve the quality expected by customers, it is important to identify problems at the design and development stage and to
take appropriate measures before starting the production.
In this project, we are working to improve the ability in identifying problems and in solving it by the designing and developing
engineers, also improving the process for its effective implementation.
In fiscal year of 2021, we continued and implemented training sessions to acquire basic concepts and improve leadership skills,
expanding the number of organizations covered and promoting the penetration of this concept through practice. In addition, we havebegun to expand the scope to include the necessary meetings for collaboration with partners.
The process followings this concept is shown in the "Guidelines" regarding the design and development that the Group has
independently established. In accordance with these guidelines, each business division is promoting the standardization that is
appropriate for each business and continue to improve finding problems after using this guidelines.

Quality Management Policy

At every stage of our operations, from research and development to manufacturing, sales, customer service and management, in all
sections and all hierarchies, we always strive to adhere to a PDCA management cycle based on actual facts, maintain and improve
our products, customer services and the quality of our operations and put our management policies into practice.

Organizations for Improving Quality
Issues and the future policy

Furukawa Electric has established Furukawa Electric Group Quality Management Committee, which is chaired by the president, as the
topmost body for promoting quality management at Furukawa Electric Group level. Directed by this committee, Divisional Quality
Management Committees led by divisional heads promote ongoing efforts to maintain or improve the quality of our products, customer

In light of the recent quality irregularities in Japan’s manufacturing industry, Furukawa Electric Group will continue to strengthen “quality
compliance” and “quality governance” by setting “guidelines” which prescribed what shall be followed and improving their ability of auditors

services and operations.

in quality management system.
And, in order to achieve the quality expected by customers, two projects will be continuing.
The Quality Enhancement Project does not simply address quality improvement themes on a superficial level. The project determines theroot causes of problems to improve technology in our fields of business and continues to cultivate human resources who excel at solving
problems.
The Risk-Free Design (RFD) project continues to promote training that empowers employees to identify potential problems and issues in
the market, and conduct MIZENBOUSHI(resolve and prevent problems) at the design and development process mainly, before customers use the product. The RFD project is also
working on the introduction of new systems to prevent problems.

Promotion Framework

Targets and Results (Quality)

Quality compliance䠖Achieved

䠖Partially achieved

FY2021

Quality compliance observance is a prerequisite for business, and it is important to have strong leadership from the top, the establishment
and implementation of a mechanism to thoroughly eliminate quality irregularities, and an effective check function.
We are implementing a thorough awareness of compliance under the guidance of top management, establishing a mechanism fordeveloping customer requirements and quality expected by customers, and conducting periodic inspections to ensure that there are no
deviations from official standards or customer requirements. For some of these important processes, we have established common
guidelines within the group, and each business unit and each company carries out activities in accordance with these guidelines.

Targets

Results
We have strived to conduct mutual study
on how to proceed with problem solving

2020

54

FY2022

Strengthening of fundamental
Quality Power
Reduce “failure costs” by 10% from fiscal

䠖Not achieved

and its activities and expand and deepen
the activities of the RFD Project,
Improvement effect did not appear insome segments.

Achievement

Targets

Committed to achieving thequality expected by customers!
Reduce “failure costs” by 10% from fiscal
2021

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Activities in Each Community

Local Community Contribution, Social Contribution

The Group has been involved in various social contribution activities in each community.
Basic Policy

Developing the next generation

Furukawa Electric Group has continued to conduct social contribution activities that are rooted in the local community. Going forward, we
will strengthen these actions further along the three dimensions of nurturing future generations, promoting sport and culture, and living inharmony with the natural environment and local communities.

Furukawa Electric Group Basic Policy on Social Contribution Activities (Revised March 2011)

Furukawa Electric Group will continuously undertake social contribution activities focusing on nurturing future generations,promoting sport and culture, and living in harmony with the natural environment and local communities, in addition to its businessrelated activities, in order to maintain and strengthen community ties built over centuries and create a better tomorrow for future
generations.

Work experience learning program for

Accepting junior high and high school

Donation of computers to local children

Since 2014, cooperation to "Training

elementary and junior high school

students visit to the office to meet within 2020 (TFU* )Program in the Private Sector for School

students in Yokohama since

employees and tour the business

Teachers " sponsored by Japan Institute2017 (Yokohama Works, Furukawa

office since 2019 (Head Office,for Social and Economic Affairs; in 2021,

Electric)

Furukawa Electric)

the program was held online (Head
Office, Furukawa Electric)

ESG awards Social Contribution Award
The Group presents the "ESG Awards" every year to recognize the outstanding social contribution and environmental preservation
activities and to stimulate activities within the Group. The ESG Awards are divided into two categories: "the Social Contribution Award" forsocial contribution activities and "the Environmental Contribution Award"*) for environmental conservation activities, and are given to theGroup companies in Japan and overseas. For FY2021, One Outstanding Performance Award, two Excellent Performance Awards, andone Honorable Mention were selected by the judging panel for the "Social Contribution Award".

In 2020, donated storage shelves toRepair playground equipment for local

Donation of educational materials to

13 lectures on the experience ofchildren at a nearby elementary school,

children in 2021 (FAST * )nearby schools in 2021 (FALP* )craftsmen and the importance ofteaching them how to make storage

diligence at lectures for youth in 2021

shelves from scrap wood while building(FESZ* )them together (FAST * )Other Activities (FY2021)

Outstanding Performance Award

Furukawa Electric LatAm S.A. (FEL)

Accepting factory tours (Hiratsuka Works and Mie Works, Furukawa Electric)

Support for 13 refugees from Venezuela, Haiti, and other countries to assist with immigration to Brazil and employment for two
years

Accepting Internships (Furukawa Electric, FAST*, FASM*)
Visited 4 high schools to give classes (career guidance) (Mie Works, Furukawa Electric)

Excellent Performance Award

Accepting work training from special needs schools (Ibaraki Okano Kiden Co.,Ltd.䠅

Furukawa Automotive Systems (Thailand) Co., Ltd. (FAST)

Introducing courses of study on plastics to various schools with the aim of stimulating students' interest in technical careers. (Trocellen

Educating local residents on vegetable cultivation methods using the company's own scrap wood, donating storage cabinets toelementary schools, repairing playgrounds, etc.

GmbH)

MYOJYODENKI Co., Ltd.

Cooperation for robotics classes to educate local school children on robot assembly and programming (FEL*)

Volunteer activities at elderly care facilities, including making handmade gifts and holding Christmas events.

Supporting the activities of "Japan Student Services Organization" and "Ashinaga Foundation" (Furukawa Elecom Co., Ltd.)
Bitter melon seedlings were installed at a nursery school to help children grow plants (Okano Electric Wire Co., Ltd.)

Honorable Mention

Hiratsuka Branch Office, SBS Furukawa Logistics Corp.
Donated the Bell Marks collected by all employees in the branch to a nearby junior high school (used to purchase vacuum cleaners,
blackboards, etc. for the junior high school)*The official names of companies by the abbreviations are listed together on p. 57.
*

Details of the ESG Award for Environmental Contribution

55

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Promoting sport and culture

Community
Involvement

Consumer Issues

Data

Living in harmony with the natural environment and local communities

The Company is an official partner of the professional

The Company supports the activities of the professionalsoccer team JEF United Ichihara Chiba.

ice hockey team H.C. Tochigi Nikko Icebucks.

Held a tradittional Nikko Waraku Odori

Volunteer activities at elderly care

Cleanup activities around the head

In 2021, provide waste aluminum cans todance event since 1914 (Furukawa

facilities since 2019, holding online

office (Chiyoda-ku, Tokyo) since 2019facilities for the people with disabilities inElectric).

Christmas events in 2021.

(MYOJYODENKI Co.,Ltd.)(Canceled in 2021 due to the spread of(MYOJYODENKI Co.,Ltd.)

Nikko City to support employment (cancleaning work, etc.) and generate the

new coronavirus infection)

Since 2010, participating in events inincome. (the Furukawa Battery Co.,Ltd.)In 2021, career development support toIn 2021, create a video on how to grow

Donation of wound dressings to the local

Amagasaki City, learning about global

stabilize income and livelihoods of local

vegetables using waste trays to teachfoundations and the health volunteer

warming and implementing "Uchimizu,"

women, people with disabilities and theirfor the local residents (FAST * )organizations in 2021 (FAST * )an energy-saving way to stay cool. (SBS

caregivers. (FAST * )Furukawa Logistics Corp.)
The Company donated the former Shigenobu Okuma House and the former Munemitsu Mutsu House,
which the Company maintained and managed as reception facilities in Meiji Memorial Oiso House and Garden,
to the national government in fiscal 2018. (Furukawa Electric)

Other activities (FY2021)
Baseball and soccer fields on the premises are open to the public as venues for various tournaments (Mie Works, Furukawa Electric)
Donated sports equipment to local schools (FAST*)
Product donations to the Archery Associations (Polifoam, Trocellen)

In 2021, donate proceeds from recycling

Donation to the needy in Phu Thinh

In 2021, donation of separating trash

In 2021, accepting refugees fromaluminum bottle caps to a local

Village, Tambinh District, Vinh Longcans for recycling and groceries to local

several countries and supporting theirenvironmental office for use in the*Province in 2021. (FAVV )*immigration and employment (FEL* )street sweepers (FEAP )production of prosthetic legs for people

Sports activities including martial arts, dance, soccer, and football with 54 local children䠄FEL*䠅

with disabilities. (FAST * )Hosted a fishing tournament with invited local residents at the Company's reservoir where rainbow trout has been released䠄Furukawa
Nikko Power Generation Inc.䠅
Sponsoring local festivals (Miharu Communications Inc.)
Mexican traditional culture "Dia de Muertos" event held (FASM*)
Sponsoring "Tak Bat Devo Event," a traditional Buddhist festival in Thailand (FAST*)
In 2021, donated 1,500 blankets to

Donated Covid-19 vaccine to the public

In 2021, donated rice to the Thailand

Stone chairs were presented to local

schools, temples, and shortage areas inpeople in 2021 (SFC*)

Association for the Blind for distribution

temples in 2021. (SFC* )*Thailand (SFC )*to the blind in the Thailand (SFC )*The official names of companies by the abbreviations are listed together on p. 57.

56

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Other Activities (FY2021)
Conduct activities for community safety such as firefighting, traffic safety, disaster prevention, etc. (Mie Works and Kyushu branch,
Furukawa Electric, Furukawa Automotive Systems Inc., Furukawa Elecom Co., Ltd.)
Blood donation activities (Mie Works, Furukawa Electric, Furukawa Automotive Systems Inc., Okano Electric Wire Co., Ltd., FAST*)
Support for educating the local community on how to prevent Covid-19 and other diseases (FAST*)
Donations to the Corona Vaccine Fund, and supporting polio vaccination activities through the recycling of plastic bottles(FAVV*, FAPV*, SBS Furukawa Logistics Corp.)
Fund-raising activities (Mie Works, Furukawa Electric, Okano Electric Wire Co., Trocellen GmbH)
Donations to local governments and social welfare corporations (Furukawa Battery Sales, TFE*)
Donation of food, beverages, and other supplies to fire departments, nursing homes, municipalities, medical institutions, orphanages,
needy families, children, disaster victims, etc. (Furukawa Electric Business & Life Support Inc., FEL*, FASM*, FAVV*, FAST*)
Sponsorship of local high school publications (Furukawa Nikko Power Generation inc.)
Provided Muslim calendars to the Thai Islamic Center Foundation for distribution in Thailand (SFC*)
Participated in Mie Prefecture's Global Warming Prevention Event and turned off lights at night (Mie Works, Furukawa Electric)
Deployment of lighting equipment and provision of in-house clean power to local shrines during the year-end and New Year's holidays(Furukawa Nikko Power Generation inc.)
Local Biodiversity Conservation Activities* TFU: Thai Furukawa Unicomm Engineering Co., Ltd.
TFE: Taiwan Furukawa Electric Co., Ltd.
FAST: Furukawa Automotive Systems (Thailand) Co.,Ltd.
FALP: Furukawa Automotive Systems Lima Philippines,Inc.
FAVV: Furukawa Automotive Systems Vinh Long Vietnam Inc.
FEAP: Furukawa Electric Autoparts Philippines Inc.
FEL: Furukawa Electric LatAm S.A.
FESZ: Furukawa Electric (Shenzhen) Co., Ltd.
SFC: Siam Furukawa Co.,Ltd.
FASM: Furukawa Automotive Systems Mexico S.A. De C.V.
FTL: FURUKAWA ELECTRIC THERMAL MANAGEMENT SOLUTIONS & PRODUCTS LAGUNA, INC.

57

Consumer Issues

Community
Involvement

DataBasic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

Furukawa Electric + Domestic group companies

ESG Data

Category

Key activity and the outcome
Installation and maintenance of equipment for exhaust and

FY

FY

FY

FY

2018

2019

2020

2021

1,683

1,656

1,681

1,493

1,693

397

385

386

301

268

492

467

457

420

419

233

346

327

358

300

wastewater treatment, energy saving, recycling, solar power

Business area costs

Environment revised in August 2022

FY
2017

generation, etc., waste disposal, various types of recycling, soil
contamination surveys, etc.

Environmental conservation costs(Unit: million yen)

Upstream/ downstream costs

Category

Key activity and the outcome
Installation and maintenance of equipment for exhaust andAdministration costs

FY

FY

FY

FY

FY

2017

2018

2019

2020

2021

1,191

1,180

1,145

1,144

1,238

Research and development costs

wastewater treatment, energy saving, recycling, solar power
generation, etc., waste disposal, various types of recycling, soil

Packaging with eco-friendly materials, collection and reuse of cable

152

175

175

156

142

354

331

329

340

312

committees, audits, etc.), measurement and monitoring ofSocial activity costs
Environmental remediation costs

Research and development for environmental conservation, such as

171

286

281

260

Tree planting, local community cleaning activities, donations, etc.

2

Environmental impact assessments, cleanup of polluted soil, etc.

2

1

2

3
1,977

0

Key activity and the outcome
Installation and maintenance of equipment for exhaust and

1

2

1

0

1

2,821

2,863

2,857

2,573

2,682

1
1,933

0
1,900

0
1,914

FY 2017

FY

FY

FY

FY

FY

2017

2018

2019

2020

2021

492

476

535

348

455

210

211

145

136

128

80

244

Reduction in waste disposal costs

-54

-117

-150

24

126

107

environmental impact, and environmental education, etc.
62

60

46

97

78

132

Reduction in energy costs

-925

-531

64

1,057

-958

5

4

3

1

1

Environmental remediation costs

Environmental impact assessments, cleanup of polluted soil, etc.

8

0

0

0

1

950

886

924

673

768

3

8

23

6

-252

171

1,348

-650

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

284

334

239

244

Reduction in waste disposal costs

-69

-55

-46

33

14

Reduction in energy costs

274

-80

77

1,072

-654

361

Reduction in water purchase costs

39

-16

-32

63

-11

Total

528

183

237

1,412

-290

Furukawa Electric + Domestic group companies
Details of benefits

Tree planting, local community cleaning activities, donations, etc.

4-680

Revenue from recycling

energy savings and alternatives to hazardous substances.

Social activity costs

170

Domestic group companies

committees, audits, etc.), measurement and monitoring of

Research and development for environmental conservation, such as

FY 2021

248

Total

drums, etc.
138

FY 2020

159

Details of benefits

245

FY 2019296

generation, etc., waste disposal, various types of recycling, soil

Packaging with eco-friendly materials, collection and reuse of cable

FY 2018

Revenue from recycling

wastewater treatment, energy saving, recycling, solar power

Environmental management system operation (operation of

Total

5

3

Details of benefits

contamination surveys, etc.

Research and development costs

6

9

Reduction in water purchase costs

Category

Administration costs

7

Environmental impact assessments, cleanup of polluted soil, etc.

1

Domestic group companies

Upstream/ downstream costs

Tree planting, local community cleaning activities, donations, etc.

Environmental remediation costs

Furukawa Electric

1,871

Business area costs

Social activity costs

222

energy savings and alternatives to hazardous substances.

Total

energy savings and alternatives to hazardous substances.

Economic benefits associated with environmental conservation activities (Unit: million yen)
Reduction amount compared to previous year, Minus figures indicate an increase.

environmental impact, and environmental education, etc.
Research and development costs

Research and development for environmental conservation, such as

Total

drums, etc.
Environmental management system operation (operation of

Administration costscommittees, audits, etc.), measurement and monitoring ofenvironmental impact, and environmental education, etc.

contamination surveys, etc.
Upstream/ downstream costs

drums, etc.
Environmental management system operation (operation of

Furukawa ElectricBusiness area costs

Packaging with eco-friendly materials, collection and reuse of cable

FY 2018

FY 2019

FY 2020

FY 2021

580

493

487

488

Reduction in waste disposal costs

-123

62

-196

57

146

Reduction in energy costs

-651

-611

141

2,129

-1,613

Reduction in water purchase costs
Total

58

FY 2017

Revenue from recycling

531

43

-13

-24

86

-4

-152

-69

408

2,760

-940

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Environmental conservation benefits

Consumer Issues

Community
Involvement

Data

Investment and research costs (Unit: million yen)

Furukawa Electric

Furukawa Electric

Environmental impact

Unit

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Investment and research costs

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Volume of indusrial waste disposal processed*

tons

115

336

369

532

539

Total investment

11,91914,77518,736

14,195

Energy consumption (crude oil equivalent)

1,000 kƐ

137

139

139

129

129

Of which, environment-related investment

1,055

571

1,139

985

976

Water consumption

1,000 tons

8,175

8,427

7,987

7,871

7,873

Total research costs

8,780

9,367

10,455

9,779

10,077

Emissions of volatile orgainc chemical compounds

tons

210

203

236

236

223

CO䈻 emissions

1,000 t-CO䈻e

229

226

213

197

185

SOx emissions

tons

1

1

4

3

2

NOx emissions

tons

32

56

47

73

66

Soot emissions

tons

3

12

3

1

3

Domestic group companies
Investment and research costs
Total investment
Of which, environment-related investment
Total research costs

Domestic group companies

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

4,873

6,231

7,004

8,325

390

332

234

137

7,075
345

2,245

2,371

1,974

1,799

2,816

Furukawa Electric + Domestic group companies

Environmental impact

Unit

Volume of indusrial waste disposal processed*

tons

Energy consumption (crude oil equivalent)

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Investment and research costs

1,170

1,943

1,106

1,006

864

1,000 kƐ

61

58

52

47

53

Water consumption

1,000 tons

2,187

2,088

1,878

1,507

1,295

Emissions of volatile orgainc chemical compounds

tons

120

115

120

79

68

CO䈻 emissions

1,000 t-CO䈻e

123

112

97

90

95

SOx emissions

tons

0

0

0

0

1

NOx emissions

tons

22

20

20

20

5

Soot emissions

tons

1

0

0

0

4

Environmental impact

Unit
*

tons

FY 2017

FY 2018

FY 2019

FY 2020

1,285

2,279

1,474

1,538

1,000 kƐ

198

197

191

176

181

Water consumption

1,000 tons

10,362

10,515

9,865

9,378

9,168

Emissions of volatile orgainc chemical compounds

tons

330

318

356

315

292

CO䈻 emissions

1,000 t-CO䈻e

352

338

310

287

281

SOx emissions

tons

1

1

4

3

3

NOx emissions

tons

54

76

67

93

71

Soot emissions

tons

4

12

3

2

7

FY 2018

FY 2019

FY 2020

FY 2021

16,79221,00625,74022,520Of which, environment-related investment

1,445

903

1,374

1,122

21,427
1,321

Total research costs

11,025

11,73812,429

11,57812,893

Environmentally-friendly products Cumulative number of registered items and percentage of sales
FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Cumulative number of registered items

116

121

126

130

131

Percentage of sales on a one-year basis

51.1

64.8

66.4

68.4

74.3

Furukawa Electric

FY 2021

Energy consumption (crude oil equivalent)

FY 2017

Total investment

Furukawa Electric + Domestic group companies

Volume of indusrial waste disposal processed

14,352

1,404

Furukawa Electric

Cumulative number of registered items

92

105

137

149

156

(consolidated)

Percentage of sales on a one-year basis

32.6

40.5

56.2

58.2

61.9

* In fiscal 2018, the rule for the Environmentally friendly products was revised (The products that reduced the greenhouse gas (GHG) in the manufacturing
process, etc.) and was reflected in the aggregate calculation.

* Excluding recycled wastes

59

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

FY

FY

FY

FY

FY

2017

2018

2019

2020

2021

FY 2017

Scope1

238

197

172

143

128

Scope2

665

646

570

504

512

1,636

1,689

4,736

4,160

4,687

Scope3*1 *2 *3
Category 1䠖 Purchased goods and services

2,493

1,656

1,809

Category 2䠖 Capital goods

187

158

134

Category 3䠖 Fuel- and energy-related activities

112

94

101

Category 4䠖 Upstream transportation and distribution*1

73

126

190

Category 5䠖 Waste generated in operations

22

21

7

6

7

Category 7䠖 Employee commuting

23

23

24

Category 8䠖 Upstream leased assets

7

6

7

Category 9䠖 Downstream transportation and

11

9

10

-

-

-

1,720

1,980

2,303

Category 12䠖 End-of-life treatment of sold products*2

50

51

48

Category 13䠖 Downstream leased assets

2

3

4

Category 14䠖 Franchises

-

-

-

Category 15䠖 Investments*1

28

28

28

5,477

4,808

5,326

FY 2018

FY 2019

FY 2020

FY 2021CO䈻 (Furukawa Electric + domestic group companies)

353

338

310

288

281

CO䈻 (Overseas Group Companies)

460

456

400

331

352

SF䈿 (Furukawa Electric)

90

49

32

28

7

Total of Scope 1 and 2

903

843

742

648

640

FY 2017

22

Category 6䠖 Business travel
Furukawa Electric

FY 2018

FY 2019

FY 2020

FY 2021

Furukawa Electric + domestic group companies

0.702

0.678

0.660

0.660

0.621

Overseas Group Companies

0.991

0.924

0.897

0.883

0.735

Furukawa Electric Group

0.933

0.850

0.811

0.798

0.687

CO䈻 emission and Energy intensity related to transportation*1

FY 2017Category 10䠖 Processing of sold products
Category 11䠖 Use of sold products*2
Downstream

Data

Greenhouse gas emissions per unit of sales (Unit: t-CO䈻 e/million yen)

Upstream

distribution

Community
Involvement

Greenhouse gas emissions Scope1, 2 (Unit: 1,000 t-CO䈻 e)

Greenhouse gas emissions throughout the value chain (Unit: 1,000 t-CO䈻e)Group

Consumer Issues

2,539

2,532

Greenhouse gas emissions Scope1 (Unit: 1,000 t-CO䈻e)
FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

148

148

139

115

121

SF䈿

90

49

32

28

7

FY 2020

FY 2021

Furukawa

15.5

14.9

13.7

14.4

Electric

Energy intensity䠄MJ/t-km)

1.69

1.68

1.70

1.70

1.74

Energy consumption (Unit: 1,000 kL)*1 Categories 4, 9, and 15 were recalculated retroactively to FY2019 due to the partial re-evaluation of the calculation method following the SBT WB2 ºC
review in FY2022.
*2 From FY2020, calculations for Scope 3 categories 11 and 12 have been performed, and the calculations have been performed retroactively to FY2019, in
addition, the third party verification was conducted in FY2021.
*3 For FY2017 and 2018, calculations were performed for Categories 1 to 9 and 13, and are disclosed as the total value of Scope 3 and the total value of thewhole (Scope 1,2,3).

CO䈻

FY 2019

16.1

FY 2017

Total

FY 2018CO䈻 emissions䠄1,000 t-CO䈻e䠅* Greenhouse gases other than CO䈻 and SF䈿 are not listed because they are far below the unit of 1,000 tons.

60

FY 2018

FY 2019

FY 2020

FY 2021

Furukawa Electric + domestic group companies

198

198

191

176

181

Overseas Group Companies

221

226

205

175

191

Total

419

424

396

351

372

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Renewable energy ratio (Furukawa Electric + domestic group companies) (Unit: GWh)
FY 2017
Renewable energy ratio (Hydroelectric power generations and

FY 2018

Consumer Issues

FY 2019

FY 2020

FY 2021

FY 2017

109

113

94

99

Electric power consumption

644

643

613

569

579

Renewable energy ratio (䠂)

17.1

17.0

18.5

16.5

17.1

Furukawa Electric + domestic group companies

others)

FY 2019

FY 2020

142

121

135

Electric power consumption

1,387

1,379

1,293

1,179

1,242

Renewable energy ratio (䠂)

7.9

8.9

11.0

10.3

10.9

Furukawa Electric +others)

1,100

37

54

58

59

52

FY 2018

FY 2017

companies

FY 20186,550

FY 2019

6,806

FY 2020

Brackish surface water/Seawater

6,560

6,696

6,655

0

0

0

0

0

3,544

3,511

3,005

2,423

2,432

Groundwater - non-renewable

0

0

0

0

0

Produced/Entrained water

0

0

0

0

0

2,920

3,025

2,969

2,680

3,130

External wastewater

0

0

0

0

0

Used quarry water collected in the quarry

0

0

0

0

0

135.2

124.0

128.6

Aluminum

6.7

7.6

13.7

8.1

14.5

Steel

2.2

2.6

2.9

4.1

5.6

Other metals

5.3

5.9

7.1

4.4

5.4

0.0

0.0

0.0

0.0

0.0

Plastics

33.2

33.7

34.1

32.9

27.5

Copper

180.4

188.5

161.5

119.3

113.7

Aluminum

39.3

56.9

32.9

12.5

14.4

Overseas Group

Steel

9.7

9.4

9.6

9.0

12.5

Companies

Other metals

0.9

0.8

0.6

0.04

0.53

Glass

3.8

3.6

3.4

2.5

2.4

Plastics

41.7

54.1

52.2

48.1

48.8

Total waste generation (Unit: 1,000 tons)

13,014

13,342

12,534

11,799Sewerage (Off-site water treatment)
Beneficial / other use
Total

FY 2019

FY 2020

FY 2021

Furukawa Electric + domestic group companies

30

31

30

27

27

Overseas Group Companies

17

16

19

18

17

Total

47

47

49

45

43

* Total amount of waste generated in Japan includes valuable resources

FY 2017

Subsurface

FY 2018

12,217

Water discharge (Unit: 1,000 m³)

Surface Water

FY 2021145.6

FY 2017

Ocean

FY 2020

177.8

Glass

FY 2021and lakes

Total

FY 2019

Copperdomestic group

Water withdrawal (Unit: 1,000 m³)

Municipal potable water

FY 2021

1,100

FY 2021123

Groundwater - renewable

FY 2020

1,111

FY 2017110

Fresh surface water, including rainwater, water from wetland, rivers,

FY 2019

1,113

Raw materials (Unit: 1,000 tons)

Renewable energy ratio (Furukawa Electric +domestic group companies䠇 overseas group companies) (Unit: GWh)
FY 2018

FY 2018

1,113

Overseas Group Companies

FY 2017

Data

Water recycling and reuse volume (Unit: 1,000 m³)

110

Renewable energy ratio (Hydroelectric power generations andCommunity
Involvement

FY 2018

FY 2019

FY 2020

FY 2021Recycled resource volume (Unit: 1,000 tons)

949

934

821

710

654

8,222

8,209

7,753

7,399

7,487

FY 2017

0
2,038

0
2,113

0
2,084

0
2,047

FY 2018

FY 2019

FY 2020

FY 2021

Furukawa Electric + domestic group companies

26.8

26.1

26.6

22.7

23.3

Overseas Group Companies

5.2

5.3

6.1

7.1

5.2

0
2,131

0

0

0

0

0

11,20911,256

10,658

10,156

10,27261

Organizational
Governance

Basic Approach

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Final disposal volume (Unit: 1,000 tons)
FY 2017

FY 2018

FY 2019

FY 2020Data

FY 2021

Volume contained

0.4

0.4

0.4

0.4

0.3

Overseas Group Companies

12.0

11.0

12.8

12.0

11.5

Substance

FY 2017
Furukawa Electric GroupFY 2018

6,053

FY 2019

6,455

FY 2020

6,427

FY 2018

FY 2019

5,112

FY 2020

FY 2021

203

236

236

223

Domestic group companies

120

115

120

79

68

Total

330

318

356

315

292

in products/
disappeared by1

Zinc and its compounds

4.8

0.0

0.5

4.3

31

Antimony and its compounds

375

0.2

52.6

322.5

53

Ethylbenzene

98.9

0.4

32.5

66.1

71

Ferric chlorides

17.5

0.0

0.0

17.5

75

Cadmium and its compounds

88.8

0.0

15.8

72.9

80

Xylene

171.4

1.4

38.8

131.1

82

Silver and its water-soluble compounds

2.3

0.0

0.9

1.4

86

Cresol

222.5

0.3

45.5

176.8

Chromium and trivalent chromium

11.1

0.0

0.0

11.1

1.4

87

FY 2020

FY 2021

NOx

55

76

60

61

61

SOx

1

2

2

2

2

domestic groupcompounds

88

Hexavalent chromium compounds

6.4

0.0

5.1

132

Cobalt and its compounds

4.1

0.0

0.6

3.6

Inorganic cyanide compounds (Excluding

2.5

0.3

0.7

1.5

379.1

0.1

0.0

379.0

5,024.1

0.1

22.7

5,001.3

144

NOx and SOx emissions (Unit: tons)
FY 2019

Volume transferred

5,745

210

FY 2018

Volume released

FY 2021

Furukawa Electric

FY 2017

Volume handled

combustion

Emissions of volatile organic compounds (VOC) (Unit: tons)
FY 2017

Substance

No.

Hazardous waste generation (Unit: tons)

companies

Community
Involvement

PRTR substances list (Furukawa Electric and domestic group companies) (Unit: tons)

Furukawa Electric + domestic group companies

Furukawa Electric +Consumer Issues

complex salt and cyanate)

213

N,N-dimethylacetamide

272

Copper salts (water-soluble)296

1,2,4-trimethylbenzene

11.5

0.1

0.0

11.4

300

Toluene

194.1

53.4

48.2

92.5

304

Lead

9,235.8

0.2

0.3

9,235.3

305

Lead compounds

30,560.5

0.2

4.8

30,555.5

308

Nickel

389.1

0.0

2.9

386.2

309

Nickel compounds

92.8

0.0

19.1

73.6

332

Arsenic and its inorganic compounds

13.3

0.0

0.0

13.3

333

Hydrazine

5.2

0.0

0.0

5.2

349

Phenol

173.1

0.3

31.8

141.1

355

Bis (2-ethylhexyl) phthalate

94.9

0.0

0.0

94.9

Hydrogen fluoride and its water-soluble

18.5

0.0

2.0

16.4

374

compounds

384

N-propyl bromide

4.4

4.4

0.0

0.0

.0405

Boron and its compounds

12.9

0.4

0.7

11.7

412

Manganese and its compounds

10.8

0.0

0.0

10.8

413

Phthalic anhydride

4.0

0.0

0.0

4.0

438

Methylnaphthalene

14.9

0.0

0.0

14.9

47,244.6

61.7

325.6

46,857.3

Total* This list is target for substances with a transaction volume of 1 tons or more (0.5 tons or more for Class 1 Designated Chemical Substances) for the entire Group.

62

Organizational
Governance

Basic ApproachSocialHuman Rights

Labour Practices

Fair Operating
Practices

Environment

Community
Involvement

Consumer Issues

Data

Percentage of labor union membership (Unit: %)revised at August 2022

FY 2017

Number of employees

FY 2018

FY 2019

FY 2020

FY 2021

Male

98.5

97.4

97.6

99.0

99.3

Female

98.3

99.4

99.3

97.0

97.0

98.5

99.1

99.1

99.0

98.9

Furukawa Electric
FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Number of people

3,350

3,465

3,548

3,599

3,798

Percentage (%)

91

91

90

88

88

Number of people

335

351

377

485

505

Total

Male

* Including those exempted as defined in the collective agreement

Furukawa Electric
FemalePercentage (%)
Total

Number of people

9

9

10

12

12

3,685

3,816

3,925

4,084

4,303

Number of new graduate recruits (Unit: People)
FY 2017

Number of candidates for managerial positions (equivalent of chiefs)
FY 2017

Career track
FY 2018

FY 2019

FY 2020and general

FY 2021

positions

Number of people

479

471

458

467

463

Percentage䠄䠂䠅

93

93

91

90

89

Furukawa Electric

Male
Furukawa Electric
Number of people

36

36

44

53

59

Percentage䠄䠂䠅

7.0

7.1

8.8

10

11

Number of people

515

507

502

520

522

Manufacturing
workerFemaleTotal

FY 2018

FY 2019

FY 2020

FY 2021

Male

61

73

80

86

Female

31

31

31

33

95
24

Total

92

104

111

119

119

Foreign nationals

1

0

0

0

0

Male

15

46

49

53

52

Female

0

0

1

2

1

Total

15

46

50

55

53

Male/female percentage of new graduate recruits*䠄 Unit䠖 %䠅
Number of employees in managerial positions
FY 2017
FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Number of people

905

929

908

931

1013

Percentage (%)

97

97

97

97

96

Number of people

31

31

32

33

40

FY 2018

FY 2019

FY 2020

FY 2021

Male

66

70

72

72

80

Female

34

30

28

28

20

Furukawa ElectricMale* Subjects are career-track and general positions.

Furukawa Electric
FemalePercentage (%)
Total

Number of people

3

3

3

3

4

936

960

940

964

1053

Percentage of mid-career recruitments in new recruitments*䠄 Unit䠖䠂䠅FY 2017*

Percentage of non-regular employees (unit: %)3.38

FY 2018
4.04

FY 2019
4.30

FY 2020

FY 2020

FY 2021

39

34

27

30

Excluding manufacturing workers

19

18

26

23

36

4.59

FY 2021* New recruitments refer to new graduates and mid-career recruitments.

3.69* Including rehiring, part-timers and fixed-term employees

Employee turnover rate (Unit: %)FY 2017

Percentage of employees with disabilities (Unit: %)FY 2017
Furukawa Electric

FY 2019

49

Furukawa Electric
FY 2017

Furukawa Electric

FY 2018

Including manufacturing workers

2.23

FY 2018
2.12

FY 2019
2.14

FY 2020
2.09

FY 2018

FY 2019

FY 2020

FY 2021

Male

1.02

1.17

1.80

1.60

2.57

Female

0.86

1.62

0.83

1.50

4.81

1.01

1.21

1.71

1.60

2.84

Furukawa Electric

FY 2021
2.32

Total

* As of June 1 of each year

*1 The calculation method is changed after FY2021;
Number of employees who retired during the fiscal year (A) ÷ Number of employees enrolled during the fiscal year.
(Before FY 2020䠗 (A) ÷ number of employees on the first day of the fiscal year.)*2 The data of FY2021 includes the impact of increasing job turnover rate due to increase the number of users of the Job change Assistance Program prior to
the abolition of it following the raising of the retirement age.

63

Organizational
Governance

Basic Approach

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Overtime work hours per person (Unit: Hours per month)

Consumer Issues

Community
Involvement

Data

Number of employees taking volunteer leave (Unit: people)
FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

FY 2017

Direct work

27.97

27.19

26.04

20.10

27.78

Indirect work

19.25

19.33

20.95

22.95

23.87

23.50

23.17

23.18

21.19

25.21

Furukawa Electric

FY 2018

FY 2019

FY 2020

FY 2021

Male

0

0

1

0

0

Female

0

0

0

0

0

0

0

1

0

0

Furukawa Electric

Total

Total

Use of regular annual leave (Unit: Days)

Number of employees taking refreshment leave (Unit: people)
FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

FY 2017

Days carried over per person (A)

20.8

18.3

21.5

20.7

21.2

Days granted per person (B)

24.3

24.0

23.9

23.8

23.7

Days acquired per person (C)

14.7

15.2

15.4

13.1

14.0

60.3

63.2

64.4

55.2

59.1

FY 2018

FY 2019

FY 2020

FY 2021

Male

152

178

161

124

Female

15

25

17

26

124
11

Total

167

203

178

150

135

Employees who have reached 25 years of service

255

190

179

119

98

Furukawa Electric
Furukawa Electric

Acquisition rate (C÷B) (%)* “Refreshment leave” is a system that allows employees with 25 years of continuous work to take 14 or more days of leave. (Available for taking within 2
years)

Number of employees taking maternity/paternity leave (Unit: people)
FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Percentage of employees subject to HR evaluation (Unit: %)

Male

27

21

25

31

40

Ratio of employees returning to work (%)

100

100

100

100

100

FY 2017

Furukawa Electric
Female12

Ratio of employees returning to work (%)

10

10

12

27

100

100

90

100

96

Total

39

31

35

43

67

Ratio of employees returning to work (%)

100

100

97

100

99

Furukawa Electric

FY 2018

FY 2019

FY 2020

FY 2021

Target control system

42

41

39

54

66

Absolute and relative evaluations based on

100

100

100

100

100

ranking

Training costs per employee (Unit: 1,000 yen)
* The scope of data was changed from FY2021. The number of employees who took at least one day of childcare leave during the fiscal year (including those
who continued to take childcare leave from the previous fiscal year).
Previously, it was the number of employees who newly took childcare leave during the fiscal year (not including those who continued to take childcare leavefrom the previous fiscal year).

FY 2017
Furukawa Electric

FY 2018

109

FY 2019

114

FY 2020
72

FY 202172

71* Calculated from FY2017

Number of employees taking nursing care leave (Unit: people)
FY 2017

FY 2018

FY 2019

FY 2020

Number of employees education by positions (Units: People)

FY 2021

Male

0

0

1

0

3

Ratio of employees returning to work (%)

䠉

䠉

100

䠉

100

Female

0

0

1

0

0

Ratio of employees returning to work (%)

LectureFurukawa Electric

䠉

䠉

100

䠉

䠉

Total

0

0

2

0

3

Ratio of employees returning to work (%)

䠉

䠉

100

䠉

100

Executive training
Training for section
managers* Number of employees who took at least one day of nursing care leave (including those who continued to take leave from the previous year).

TargetNewly appointed officers (full-time, part-

New section managers and managers*2 *3
Newly appointed managers and full-time

employees

employees*2

training

FY 2018

FY 2020

FY 2021

6

9

6

7

79

69

93

88

63

49

53

65

0*4

85

New employees*2 *3

92

104

109

108

119

*1 Furukawa Electric*2 Furukawa Electricand employees dispatched to other companies*3 Human rights education included in the lecture*4 It will be postponed for one year to review the training, and will be held all at once in 2021.

64

FY 201918time)*1

Training for key

New employee

FY 2017

Organizational
Governance

Basic Approach

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Number of employees trained in competition law compliance and bribery regulations (Units: People)
FY 2017
Furukawa Electric +Japan group

FY 2018

246

FY 2019541

FY 2021709

FY 2017833

Number of participants to seminars in Japan

companies

Overseas Group

Number of participants to seminars

Companies

overseas

Community
Involvement

Data

Frequency rate of accidents resulting in time off work
FY 2020654

Consumer Issues

38

128

44

12

29

(Jakarta)(Philippines,(Vietnam)(Singapore)(Malaysia)

FY 2018

FY 2019

FY 2020

FY 2021

Furukawa Electric

0.63

0.48

0.59

0.11

0.32

Domestic group companies

0.30

0.56

0.32

0.21

0.25

* Frequency rate = (No. of casualties / Total actual work hours) x 1,000,000

Tianjin,

Number of deaths among regular employees

ShenzhenandFY 2017

Shanghai)
Furukawa Electric

Number of employees trained in the Subcontract Act and security trade control (Units: People)
FY 2017
Furukawa Electric +FY 2018

FY 2019

FY 2020

FY 2021

Subcontract Act

627

532

557

1,176

1,103

Security trade control

853

1,125

997

1,255

779

FY 2020
0

FY 202100Number of deaths among non-regular employees
FY 2017
Furukawa Electric

Number of employees receiving safety training(Units: People)

FY 2018
0

FY 2019
0

FY 2020
0

FY 202100* Contractors not included

FY 2017
Furukawa Electric

FY 20190* Personal injury and disease not included

Domestic groupcompanies

FY 2018
0

FY 2018

1,001

FY 2019

1,345

FY 2020

1,890

FY 2021

1,490

Ratio of complaints regarding products and services*

1,484
FY 2017
Furukawa Electric

Number of employees receiving health training(Units: People)
FY 2017

FY 2018

FY 2019

FY 2020

FY 2018

0.79

FY 2019

0.63

FY 2020

0.58

FY 2021

0.41

0.38

* Ratio in the case where FY2015 results are taken as 1.00

FY 2021

Total number of people

3,707

7,109

6,271

7,391

6,626

Total time (Unit: Hour)

3,111

3,584

2,929

2,803

1,944

Number of suppliers working together for environmental and social aspects (Unit: Companies)

Furukawa Electric

FY 2017

Number of employees receiving GENBA-RYOKU reinforcement training* (Unit: People)

Number of evaluated suppliers䠄Main

FY 2018

FY 2019

FY 2020

FY 2021

199

213

199

198

248

55

57

59

䠉*

57

7

20

24

25

25

Suppliers)
FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Furukawa Electric

Furukawa Electric

184

305

302

71

76

Domestic group companies

121

101

95

12

131

Total

305

406

397

83

Number of suppliers tried CO䈻 reduction by207* From the perspective of preventing new coronavirus infections, we have canceled the Partners Meeting.

Percentage of the Works certified by OSHMS*1 (Unit: %)FY 2017

FY 2018
83

FY 2019
83

FY 2020
83

FY 202180

Partners Meeting

Procurement logistics* GENBA-RYOKU reinforcement training is a training program for technical employees and consists of a curriculum focusing on the "six key missions (safety,
environment, quality, cost, production, and facilities)," "human skills," and "technical skills".

Furukawa Electric

Number of suppliers attended at the

60*2*1 OSHMS; Occupational Safety and Health Management System*2 The target is business sites with manufacturing divisions. In FY2021, the number of sites decreased by one due to the certification switchover.

65Organizational
Governance

Basic Approach

Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Othersrevised at August 2022

Number of directors (Units: Person)

Consumer Issues

Community
Involvement

Data

Revised August 2022

Sales by region and overseas sales ratio 䠄 Unit: million yen䠅
FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Directors

12

12

12

12

11

FY202211Japan

FY 2017510,663

FY 2018
521,281

FY 2019495,658

FY 2020
435,195

FY 2021461,450

Outside directors

5

5

5

5

5

5

China

96,911

94,00675,05982,777

100,457

Independent directors

3

3

5

5

5

5

Asia (except Japan,China)

193,059

213,260

183,033

141,029

190,877

Female directors

0

0

1

1

1

1

North and Central America

84,746

72,67778,302

78,17991,716South America,Europe and81,95290,364

82,386

74,41885,994

Furukawa Electric
Sales by region* As of the end of each year, however, as of June 23th, for fiscal 2022

othersNumber of Audit & Supervisory Board members (Units: Person)
FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Consolidated sales

967,333

991,590

914,439

811,600

930,496

Overseas sales

456,669

470,309418,781

376,403

469,046

47.2

47.4

45.8

46.4

50.4

Overseas sales ratio (%)

FY2022

Audit & Supervisory Board members

6

6

6

6

6

6

Outside members

3

3

3

3

3

3

Independent members

3

3

3

3

3

3

Female members

0

0

0

1

1

1

* Sales are classified into countries or regions based on the location of customers

Furukawa Electric

Number of patent rights 䠄 Unit: patents䠅
FY 2017* As of the end of each year, however, as of June 23th for fiscal 2022.

FY 2018

FY 2019

FY 2020

FY 2021

Domestic patents

4,644

4,605

4,523

4,388

Overseas patents

2,507

2,712

2,910

2,976

4,423
3,160

7,151

7,317

7,433

7,367

7,583

Furukawa Electric

Number of Executive officers (Units: Person)

Furukawa Electric

Total
FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Executive officers

25

26

25

27

27

FY202225

Female executive officers

1

1

1

1

2

1

Foreign executive officers

4

4

3

3

3

2

* The number of domestic and overseas patents held by Furukawa Electric includes the results of regularly reviewing owned patents.

* As of April 1st of each year

Number of Senior Fellows (Units: Person)
FY 2017
Furukawa Electric

Senior Fellows

FY 2018
2

FY 2019
2

FY 2020
2

FY 20211

FY2022
1

3* As of April 1st of each year

66Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

Data

S&P/JPX Carbon Efficient Index

External Evaluation and Certification
Furukawa Electric is selected as a constituent of the S&P/JPX Carbon Efficient Index. The
Company's decile classification in the capital goods category, which is in the mid impact group, is
8. The carbon disclosure status is "Disclosed." (As of March 2022)
The index of the S&P Dow Jones Indices focuses on the E (environmental) in ESG. It is selected

SRI Index䞉 ESG Index

as an index for ESG investment by the Government Pension Investment Fund (GPIF).
FTSE4Good Index Series䠋 FTSE Blossom Japan Index
Furukawa Electric Group has been selected as a constituent of the FTSE4Good IndexSeries and the FTSE Blossom Japan Index for three continuous years. (As ofJune 2021) Additionally, the Group was selected as a component of the FTSE Blossom
S&P/JPX Carbon Efficient Index

Japan Sector Relative Index. (As of April 2022)

2018

2019

2020

2021

2022

Ɣ

Ɣ

Ɣ

Ɣ

Ɣ

The FTSE4Good Index Series is a stock index consisting of stocks demonstrating strong
ESG (Environmental, Social and Governance) practices as defined by FTSE Russell. The
FTSE Blossom Japan Index and FTSE Blossom Japan Sector Relative Index, which

SOMPO Sustainability Index

have also been developed by FTSE Russell, reflects the performance of Japanesecompanies that demonstrate strong environmental, social and governance (ESG)

Furukawa Electric is selected as a constituent of the SOMPO Sustainability Index ofpractices. The FTSE Blossom Japan Index and FTSE Blossom Japan Sector Relative

SOMPO Asset Management Co., Ltd. (As of June 2022)

Index are an ESG index used by the Government Pension Investment Fund (GPIF). It is
one of the leading indices for ESG investment. The FTSE Blossom Japan Sector RelativeIndex is characterized by its climate change initiatives as well as its ESG evaluation.
2018

2019

FTSE4Good Index Series
FTSE Blossom Japan Index
FTSE Blossom Japan Sector Relative
Index

-

2020

2021

2022

First time

Ɣ

Ɣ

Ɣ

Ɣ
First time

Ɣ

-

-

Ɣ
Ɣ
First time-

ESG evaluation, certification
CDP
Furukawa Electric Group has been selected for the CDP's A List for climate change for the

MSCI Japan Empowering Women Index (WIN)second year in a row, earning the highest rating in the CDP's evaluation of corporate
activities in response to climate change.

Furukawa Electric Group has been selected as a constituent of the MSCI JapanThe Group has also been selected as the A-list company for the third consecutive year in

Empowering Women Index (WIN) for four continuous years. (As of June 2021)

CDP's evaluation of supplier engagement. (As of February 2022)

The index of MSCI focuses on the S (social) in ESG and is an ESG index composed ofJapanese stocks demonstrating good gender diversity practices. It is selected as an index

We have responded to the CDP questionnaire about climate change since fiscal 2008 andfor ESG investment by the Government Pension Investment Fund (GPIF).

has responded to the questionnaire about water security since fiscal 2013. Below are therespective assessments of CDP Climate Change, Water Security surveys and CDP

THE INCLUSION OF Furukawa Electric Co., Ltd. IN ANY MSCI INDEX, AND THE USE OF MSCI LOGOS, TRADEMARKS, SERVICE

Supplier Engagement Rating (SER).

MARKS OR INDEX NAMES HEREIN, DO NOT CONSTITUTE A SPONSORSHIP, ENDORSEMENT OR PROMOTION OF Furukawa
Electric Co., Ltd. BY MSCI OR ANY OF ITS AFFILIATES. THE MSCI INDEXES ARE THE EXCLUSIVE PROPERTY OF MSCI. MSCI AND

2017

2018

2019

2020

2021

Climate change

C

B-

B

A

A

THE MSCI INDEX NAMES AND LOGOS ARE TRADEMARKS OR SERVICE MARKS OF MSCI OR ITS AFFILIATES.
2018
MSCI Japan Empowering Women Index
(WIN)

2019

2020

2021

2022

Water security

B

B-

B

B

B

Ɣ

Ɣ

Ɣ

Ɣ

Supply chain

B-

A-

A

A

A

67

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

SBT (Science Based Targets)

Consumer Issues

Community
Involvement

Data

Kurumin Certification from the Ministry of Health, Labour and Welfare Achieved as a Company Cultivating the Next
Generation

Furukawa Electric Group obtained SBT WB䠎䉝 (well-below 2°C) certification from SBTi
(Science Based Targets Initiative) for the company’s greenhouse gas reduction targets in July

Furukawa Electric has achieved Kurumin certification three times (2007, 2010 and 2015) under the2022.

Act on Advancement of Measures to Support Raising Next-Generation Children. As a certified
employer, the Company is actively supporting child rearing.

Please see the press release here.

"Zero-Emissions Challenge Company" of the Ministry of Economy, Trade and Industry
Furukawa Electric has been selected by the Ministry of Economy, Trade and Industry (METI)
as a "Zero-Emissions Challenge Company" as a company that boldly challenges innovation
Diversity & Inclusion "D&I Award 2021"

for the realization of a decarbonized society.
The announcement was made at the TCFD Summit 2020 held on October 9, 2020.

Furukawa Electric has received the "Best Workplace" Accreditation , which is the highest
certification rank, in the D&I Award 2021, which recognizes companies that lead Diversity
and Inclusion (D&I) in Japan.

The Nadeshiko Brand of the Ministry of Economy, Trade and Industry
Health Management Brand of the Ministry of Economy, Trade and Industry

In 2018 and 2020, Furukawa Electric was selected as a Nadeshiko Brand in non-ferrous metal as
an excellent listed company in terms of the empowerment of women. The Nadeshiko Brand has
been created jointly by the Ministry of Economy, Trade and Industry and the Tokyo Stock

Furukawa Electric was selected as a Health Management Brand in the non-ferrous metal industry

Exchange to show excellent listed companies in terms of the empowerment of women as

for the first time in 2019 as a listed company that strategically promotes employees' healthcompanies appealing to investors that emphasize an increase in corporate value over the medium

management in relation to the management of the company. The Health Management Brand is

to long terms.

created jointly by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange toshowcase excellent listed companies in terms of health management that are appealing to
2018
The NadeshikoƔFirst time

2019

2020

2021

investors that emphasize an increase in corporate value in the medium to long term.

2022

Ɣ

Certified as an Excellent Eruboshi Company under the Female Participation Promotion Act

2018
Health Management

Furukawa Electric has developed a plan of action for general employers under the Act on the
Promotion of Female Participation and Career Advancement in the Workplace, which came into
force in April 2016 and has achieved Eruboshi (L star; L stands for lady, labor and laudable) third
stage (highest rating) certification as an excellent company in terms of the empowerment of
women.

682019ƔFirst time

2020

2021

2022

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Health & Productivity Management Organization of the Ministry of Economy, Trade and Industry

Consumer Issues

Community
Involvement

Data

Toyo Keizai CSR Ranking

Furukawa Electric was certified by the Ministry of Economy, Trade and Industry as one of

Toyo Keizai CSR Ranking is based on the evaluation of CSR and financial performance inthe Health & Productivity Management Organizations.

terms of the use of human resources, the environment, governance and sociality,
profitability, safety and scale.
(Source: Toyo Keizai Inc. 2022 CSR Ranking (16th) Report)

Toyo Keizai CSR Ranking

Health & Productivity Management
Organization, White 500

2018

2019

2020

2021

2022

ż

ż

ż

Ɣ

Ɣ

2018

2019

2020

2021

2022

185

159

165

138

146

NIKKEI SDGs management, Smart Work management survey
The Company was received “4.0 stars” in the 4th NIKKEI SDGs management survey.
And, the Company was rated at “A++”in SDGs Strategy and Economic Value, “S”in* Ɣ : Health & Productivity Management Organization

Social Value , “S”in Environmental Value , and “S”in Governance.

* 䚽 : White 500 (Top 500 of Health & Productivity Management Organization)

Clarivate Top 100 Global Innovators
The Company was received “3.5 stars” in the 6th NIKKEI Smart Work management
Furukawa Electric was included in the list of Clarivate Top 100 Global Innovators 2021

survey. And, the Company was rated at “A++”in Human Resources Utilization , “A++”in

selected by Clarivate Analytics. The Company was listed for the fourth consecutive

Innovation Capability , and “A++”in Market Development Capability.

period out of six total listings (2014, 2015, 2017, 2018-2019,2020 and 2021).

Awards
The following is a summary of awards and recognitions from local governments, academic societies, customers, etc. from FY2021. The
following links are available only in Japanese.
April 15, 2021

Clarivate Top 100
Global Innovators

2018

2019

2020

2021

Ɣ

Ɣ

Ɣ

Ɣ

2022

April 20, 2021

April 22, 2021

World's First Demonstration Test of 4-Optical Fiber Cable was Selected as One of “The 100 Best Chiba Industrial Technologies” tobe handed down to the next generation“Narrow linewidth Tunable Laser based on DFB laser array for Digital Coherent Transmission” was Received the 13th Industry
Award for Excellent Product of the Laser Society of Japan

April 26, 2021

A Certificate of Appreciation from Nippon Telegraph and Telephone Corporation for Contribution to IEEE Milestone Recognition

June 25, 2021

The Technology Award from the Adhesion Society of Japan for "Establishment of Reliability Technology for Optical Fiber Coating

August 5, 2021

Journal of Japan Laser Processing Best Author Award for 2020

November 5, 2021

55th Paper Award from the Japan Institute of Copper

December 6, 2021

Mie Plant Received "Work-Life Balance Promotion Award" from Kameyama City

December 24, 2021

Yokohama Plant Recognized as "Yokohama City 3R Activity Excellent Business Office”

June 10, 2022

69

Shiga Prefecture's Highest Level of 3 Stars Certification of Biodiversity Initiatives for the First Time

2021 IEICE Achievement Award for the Development and Commercialization of Narrow-linewidth Tunable Light Source for Digital
Coherent Communication

June 24, 2022

A Furukawa Electric employee received "The Achievement Award" from the Adhesion Society of Japan

July 28, 2022

Furukawa Electric Power Systems Receives Kanagawa Labor Bureau Director's Award of ExcellenceBasic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Consumer Issues

Community
Involvement

The Ministry of the Environment ”COOL CHOICE”

Participation in Initiatives
Furukawa Electric supports COOL CHOICE, an initiative of the Ministry of theEnvironment to encourage wise choices to mitigate global warming, including buying
products, using services and choosing lifestyles that contribute to a carbon-free society,to achieve the target of a 26% reduction in greenhouse gas emissions in fiscal 2030 from

Participation in Initiatives

fiscal 2017.
United Nations Global Compact
Furukawa Electric has been involved the United Nations Global Compact since February

GX League Basic Concept

24, 2020. The Group believes that respecting and fulfilling the ten principles of the United
Nations Global Compact will lead to the strengthening of the management base in order

Furukawa Electric has endorsed the "GX (Green Transformation) League Basic Concept"

to continue sustainable growth as a global company.

announced by the Ministry of Economy, Trade and Industry (METI) of Japan in April
2022. GX refers to the transformation of the entire economic and social system tobecome carbon neutral as quickly as possible. The GX League was established as aforum where a group of companies actively engaged in GX, government, universities,
public research institutions, financial institutions, and others can come together todiscuss GX and put it into practice to create new markets. The "GX League Basic
Concept" provides basic guidelines for discussing the detailed design of theimplementation of the "GX League" and demonstrating the initiatives to be taken in

The Sustainable Development Goals (SDGs)

FY2022. The Group has formulated "Furukawa Electric Group Environmental Vision
2050" and is promoting efforts to contribute to a decarbonized society.

“Furukawa Electric Group Vision 2030” was formulated to provide clarity for the group’sbusiness domains based on the “Sustainable Development Goals (SDGs)”.
The Sustainable Development Goals (SDGs), set in 2015 by the United Nations Summit

Japan Clean Ocean Material Allianceand intended to be achieved by the year 2030, are a collection of 17 global goals and
169 targets.

Furukawa Electric has been a member of the Japan Clean Ocean Material Alliance(CLOMA), which is a platform that helps a wide variety of cross-sectoral stakeholders toEfforts for the SDGs

collaborate and accelerate innovation to overcome the marine plastic waste issue. The
Group has engaged in the recycling of plastic waste to reduce resource use, to protect
ecosystems by preventing environmental pollution, and to solve climate change by
reducing greenhouse gas emissions.

Task Force on Climate related Financial Disclosure TCFD

Plastic Recycling Technologies

Furukawa Electric has agreed with the recommendations of the Task Force on Climate
related Financial Disclosures (TCFD) on January, 2020. At the same time, Furukawa
Electric has been involved the TCFD Consortium.
News Release

70

Data

Basic Approach

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Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

Community
Involvement

Consumer Issues

Data

WIPO GREEN

Reference data
Furukawa Electric has participated as a partner company in WIPO GREEN, a platform fortechnology exchange on environmental conservation operated by the World Intellectual
Property Organization (WIPO) of the United Nations. The plastic recycling technologythat the Company has registered with WIPO GREEN will contribute to waste

Occupational Health and Safety - Scope of the frequency rate of accidents resulting in time off work

reduction. By promoting technology exchange through the use of intellectual property, the(FY2021, as of March 31, 2022)

Company will contribute to the spread of environment-related technologies.
32 Domestic group companies

News Release

National Federation of UNESCO Associations in Japan
Furukawa Electric is a supporting member of the National Federation of UNESCO
Associations in Japan, which works in Japan and overseas primarily in the field of
education.

NTEC Ltd.

Okano Electric Wire Co., Ltd.

Shoden Seiwa Co., Ltd.

TOTOKU Electric Co., Ltd.

KANZACC Co., Ltd.
Foam Kasei Co., Ltd.

Furukawa Automotive Systems Inc.

Furukawa S and D Co., Ltd.

Furukawa Elecom Co., Ltd.

Furukawa Sangyo Kaisha, Ltd.

Furukawa Communication and Broadcasting Co., Ltd.

Furukawa Industrial Plastics Co., Ltd.

Furukawa Precision Engineering Co., Ltd.

Furukawa Techno Material Co., Ltd.

Furukawa Research Inc.

Furukawa Electric Advanced Engineering Co., Ltd.

Furukawa Electric Ecotec Co., Ltd.

Furukawa Electric Industrial Cable Co., Ltd.
Furukawa Nikko Power Generation Inc.

Furukawa Electric Power Systems Co., Ltd.

The Furukawa Battery Co., Ltd.

Furukawa New Leaf Co., Ltd.

Furukawa Network Solution Corp.

Furukawa FITEL Optical Device Co., Ltd.

Furukawa Logistics Corp.

Furukawa Magnet Wire Co., Ltd.

Furukawa UACJ Memory Disk Co., Ltd.

Furukawa Electric Business & Life Support Inc.

Miharu Communications Inc.

Myojodenki Co., Ltd.

Yokohama Drum Manufacturing Co., Ltd.

Riken Electric Wire Co., Ltd.

Partnerships with Local Communities to Achieve SDGs
Environmental Management - Scope of the environmental management (FY2021, as of March 31, 2022)
The Company promotes the following initiatives
31 Domestic group companies

Registration with the Japanese Cabinet Office's "Public-Private Partnership Platform for Local SDGs
Registration as the Tochigi Prefecture SDGs Promotion Company
Registration as the Kanagawa Prefecture SDGs Partner

Main participating organizations and Roles
Corporate members of Keidanren (Japan Business Federation) (As of June 15, 2022)
Chairman of the Japan Copper and Brass Association (As of May 26, 2022)
Director of the Japanese Electric Wire & Cable Makers' Association (As of July 20, 2021)

NTEC Ltd.

Okano Electric Wire Co., Ltd.

KANZACC Co., Ltd.

Shoden Seiwa Co., Ltd.

TOTOKU Electric Co., Ltd.

FITEC Corp.

Furukawa Automotive Systems Inc.

Furukawa Sangyo Kaisha, Ltd.

Furukawa Communication and Broadcasting Co., Ltd.

Furukawa Industrial Plastics Co., Ltd.

Furukawa Precision Engineering Co., Ltd.

Furukawa Techno Material Co., Ltd.

Furukawa Electric Advanced Engineering Co., Ltd.

Furukawa Electric Ecotec Co., Ltd.

Furukawa Electric Industrial Cable Co., Ltd.

Furukawa Electric Power Systems Co., Ltd.

The Furukawa Battery Co., Ltd.

Furukawa Logistics Corp.

Furukawa Magnet Wire Co., Ltd.

The Furukawa Finance and Business Support Co.,Ltd.

Miharu Communications Inc.

Riken Electric Wire Co., Ltd.

Furukawa Network Solution Corp.

Furukawa New Leaf Co., Ltd.

Furukawa Research Inc.

Foam Kasei Co., Ltd.

Furukawa Nikko Power Generation Inc.

Furukawa Elecom Co., Ltd.

Myojodenki Co., Ltd.

Furukawa FITEL Optical Device Co., Ltd.

Essex Furukawa Magnet Wire Japan Co., Ltd.

71

Basic Approach

Organizational
Governance

Human Rights

Labour Practices

Fair Operating
Practices

Environment

59 Overseas group companies
Shenyang Furukawa Cable Co., Ltd.

Suzhou Furukawa Power Optic Cable Co., Ltd.

P.T. Tembaga Mulia Semanan Tbk.

Furukawa Electric LatAm S.A.

Furukawa Industrial Optoelectronica Ltda.

Furukawa Industrial S.A. Sucursal Argentina

Furukawa Industrial Colombia SAS

OFS Fitel, LLC

OFS FITEL Deutschland GmbHOFS Fitel Denmark Aps

Furukawa Electric Morocco SARLJIANGSU OFS HENGTONG OPTICAL TECHNOLOGY CO., LTD.

OFS RUS Fiber Optic Cable Company

Thai Fiber Optics Co., Ltd.

P. T. Furukawa Optical Solutions Indonesia

Furukawa FITEL (Thailand) Co., Ltd.

Furukawa FITEL Optical Products (Shanghai) Co., Ltd.

Thai Furukawa Unicomm Engineering Co., Ltd.

Trocellen GmbH

Polifoam Plastic Processing Co., Ltd.

HT Italia Holding S.r.l.

Trocellen Italy S.p.A.

Trocellen S.E.A. Sdn Bhd

Taiwan Furukawa Magnet Wire Co., Ltd.

Furukawa AVC Electronics (Suzhou) Co., Ltd.

FURUKAWA ELECTRIC THERMAL MANAGEMENT SOLUTIONS AND
PRODUCTS LAGUNA, INC.

Taiwan Furukawa Electric Co., Ltd.

Furukawa Automotive Systems (Thailand) Co., Ltd.

Furukawa Wiring Systems Mexico, S.A. de C.V.

P.T. Furukawa Automotive Systems Indonesia

Furukawa Electric (Shenzhen) Co., Ltd.

Furukawa Automotive Systems Vietnam Inc.

Furukawa Electric Autoparts Philippines Inc.

Permintex Furukawa Autoparts Malaysia Sdn. Bhd.

Furukawa Electric Autoparts Central Europe, s.r.o

Furukawa Automotive Parts (Vietnam) Inc.

Furukawa Automotive Parts (Dong Guan) Ltd.

Furukawa Auto Parts (Huizhou) Co. Ltd.

Furukawa Mexico S.A. De C.V.

American Furukawa, Inc.

Tianjin Jinhe Electric Engineering Co., Ltd.

Furukawa Automotive Systems Lima Philippines, Inc.

Wuhan Furukawa Automotive Systems Co., Ltd.

Chongqing Changhua Automobile Harness Co., Ltd.

Furukawa Automotive Systems Mexico S.A. de C.V.

Furukawa Minda Electric Pvt. Ltd.

Furukawa Automotive Systems Vƭnh Long ViӋt Nam

Furukawa Precision (Thailand) Co., Ltd.

Furukawa Electric Copper Foil Taiwan Co., Ltd.

Furukawa Circuit Foil Taiwan Corporation

Siam Furukawa Co., Ltd.

PT. FURUKAWA INDOMOBIL BATTERY MANUFACTURING

Furukawa Electric Institute of Technology Ltd.

SuperPower Inc.

Furukawa Electric Europe Ltd.

Furukawa Electric Singapore Pte. Ltd.

Furukawa Shanghai, Ltd.

Furukawa (Thailand) Co., Ltd.

Furukawa Electric Hong Kong Ltd.

Environmental Management - Scope of the environmental accounting (FY2021, as of March 31, 2022)
21 Domestic group companies
Okano Electric Wire Co., Ltd.

KANZACC Co., Ltd.

Shoden Seiwa Co., Ltd.

TOTOKU Electric Co., Ltd.

Furukawa Automotive Systems Inc.

Furukawa Sangyo Kaisha, Ltd.
Furukawa Precision Engineering Co., Ltd.

Furukawa Communication and Broadcasting Co., Ltd.

Furukawa Industrial Plastics Co., Ltd.

Furukawa Techno Material Co., Ltd.

Furukawa Electric Advanced Engineering Co., Ltd.

Furukawa Electric Industrial Cable Co., Ltd.

Furukawa Electric Power Systems Co., Ltd.

The Furukawa Battery Co., Ltd.

Furukawa Magnet Wire Co., Ltd.

Miharu Communications Inc.

Riken Electric Wire Co., Ltd.

Foam Kasei Co., Ltd.

Furukawa FITEL Optical Device Co., Ltd.

NTEC Ltd.

Furukawa Electric Ecotec Co., Ltd.

72

Consumer Issues

Community
InvolvementDatahttps : / / www. fur ukawa. co . jp/ en/