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Initiatives for Society
Relations with Customers
Basic Approach
Each of the Company's divisions has acquired ISO 9001 certification. Through initiatives such as these to
standardize our operations and work consistently to improve quality, we are striving to contribute to society byproviding excellent-quality products and services from a customer perspective.
Going forward, we will continue endeavoring to further enhance “quality power” throughout Furukawa ElectricGroup by developing products that are attractive to our customers, based on a policy of Group-focusedmanagement.

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 thequality of our operations and put our management policies into practice.

Organizations for Improving Quality
Furukawa Electric has established Furukawa Electric Group Quality Management Committee, which is chairedby the president, as the topmost body for promoting quality management at the Group level. Directed by thiscommittee, Divisional Quality Management Committees led by divisional heads promote ongoing efforts tomaintain or improve the quality of our products, customer services and operations.
Promotion Framework

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Message from the General Managers
As set out in the basic policy on quality management, we promote amanagement cycle that is always based on facts and seek to maintain andimprove quality at all stages of our work (including research, development,
manufacturing, sales, services and management), at all divisions and across all
job grades.
As we seek to produce products that are attractive to our customers, we carryout thorough checks of all processes prior to delivery to the customer, fromproduct planning through to completion of the final product. Moreover, in orderto improve our ability to complete manufacturing products with meticulous
assurance of quality from the start, we will continue to make improvements to the production process itself,
including attempts to create intrinsic technologies.
Furthermore, we have already started to carry out customer satisfaction surveys at some Strategic Business Unit
and we will examine ways of using customers’ opinions to achieve further improvements.

Kazuhisa Kashihara
General Manager, Quality Promotion Department, Production Technology Division

Activities in Fiscal 2014: Improving Customer Satisfaction
In fiscal 2014 we implemented activities under a policy of strengthening fundamental “Quality Power” to enable
the “materialization of attractive products for customers”. We established the priority target of “zero complaint in
3H products”, but failed to achieve this target.
Complaints were particularly prominent as a result of insufficient risk assessment in the process of switching tomass production in products that were being “manufactured for the first time” or “being changed”. We promoted
corrections by conducting audits through the course of the year, but this was not enough to eliminate theproblems completely.
Overall complaints have fallen and so far we have succeeded in eliminating 94% of complaints compared to 12
years ago.
We have also sought to identify and increase customer satisfaction through daily communication with customers
and by holding customer satisfaction surveys into things such as quality, deadlines and after-service.

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Customer complaint ratio (Furukawa Electric)(note) The figures show the percentage of customer complaints, taking fiscal 2002 levels as 100%.

Fiscal 2015 Initiative: Strengthen Fundamental “Quality Power”
In fiscal 2015 we will continue to pursue Furukawa Electric Group Quality
Policy, which calls for the strengthening of fundamental “Quality Power” toenable the “materialization of attractive products for customers”, andimplement the following three measures with the aim of achieving the policy.
Examining ways of strengthening“Quality Power”

Three Measures
Strive to “put quality into our products during the designing process” and “thoroughly complete ourproducts' quality activities during the manufacturing process”
Distribution of various quality information such as customer information, corrective action andimplementation of solutions equally among Furukawa Electric Group

Promote the “visualization of quality within processes” and reduce the failure cost

What's more, in order to continue reducing complaints we have utilized the management guidelines for 3H
products set out based on the results of audits carried out during activities last year.

Ongoing Improvement Activities at Individual Worksites
Furukawa Electric Group conducts bottom-up quality improvement activities, forming its worksite employees intocircles and promoting “QC Circle Activities” that seek to resolve a variety of problems. The results of these
activities are shared at Groupwide competitions held once per year.
In fiscal 2014, Furukawa Electric's Copper Tube Division hosted a QC circle conference and presentations were
given on the activities carried out at 14 circles in Japan and 4 circles overseas. The Gold Award was given to a
Japan-based circle, but three of the top seven places were awarded to overseas circles, showing just how far QC
circle activities have permeated overseas and contributed to improving the quality standards of the Group as awhole.

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Presentation by the Gold Award-winning circle

Commemorative photograph taken with all of theparticipants after the QC circle conference

Activities Proposing Solutions to Customers
Furukawa Electric Group is working to strengthen its Group-wide
overseas marketing functions based on a policy of “strengthening
Group Global management”. At the same time, we aim to provide
customers with solutions based on our collective strength as a Group,
and aim to increase levels of customer satisfaction through healthy
communication with our customers.
One example of these measures is the overseas expo we hold every

At the Expo (Sao Paolo, Brazil)

year. Since 2009, the expo has been held in Bangkok, Thailand;
Shenzhen and Shanghai in China; and Jakarta, Indonesia. We have held technology
exhibitions showing the solutions that can be achieved through the combined strengthsof Furukawa Electric Group, and we have continued to carry out proposals in line with
the needs of local customers.
In November 2013, we held the FURUKAWA Innovation Expo 2013 in Sao Paulo,
Brazil. There was huge interest in the Company's varied lineup of telecommunications
products and auto parts that combine the technological strengths of Furukawa ElectricGroup, and we received numerous inquiries about next-generation energy
technologies, such as super-conducting cables.

Keynote speech given by
Chairman Yoshida

We will continue to prioritize communication with our customers and utilize customers' opinions as we go about
improving the quality of our products and services.

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Challenges and Future Policy
We failed to achieve “zero complaints in 3H products”, which is one of the priority targets of Furukawa ElectricGroup Quality Policy. We have drafted 3H product management guidelines based on the results of audits carriedout during activities. We plan to utilize these guidelines as we continue promoting efforts to reduce the number ofcomplaints.
At the same time, as we seek to increase the Company's monozukuri capabilities we will continue to pursue
complaint reduction activities during fiscal 2015 and seek to achieve improvements in the manufacturing processitself in ways that incorporate unique technologies so that we can achieve the “meticulous assurance of quality
from the start” and the “ability to complete manufacturing”.

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Relations with Business Partners
Optimum Purchasing on a Steady, Ongoing Basis
Furukawa Electric Group procurement policy is to establish strategic relationships with business partners toensure optimum purchasing on a steady, ongoing basis.

Furukawa Electric Group Procurement Policy
We will realize the optimal procurement for Furukawa Electric Group through global partnerships by:
1. establishing strategic trading relationship with suppliers to create stable and sustainable procurement
function.
2. stabilizing procurement of raw materials and parts for our key products.
3. implementing procurement algorithm and procedure according to the NF production system.
4. achieving mid term goals through continuous cost reduction programs and activities.
5. capitalizing on economies of scale for centralized negotiation and on practicality for decentralized
procurement activities.
6. globalizing procurement.
7. engaging in green procurement and enforcing compliance.
Message from the General Managers
Ever since its foundation, Furukawa Electric has stayed in business by
supplying people with social infrastructure and contributing to society as asupplier of products. However, our success is not just the result of hard works at
our company. It is also thanks to the steady delivery by our suppliers of the raw
materials we use to create products.
In the future, our business environment is likely to change even more rapidly.
Under these circumstances, we will need to strengthen our supply chains further
in order to continue contributing to society. We intend to use partners' meetingsand partners’ assessments to improve the mutual understanding we have with our suppliers, and to continue
contributing to society through measures such as the promotion of CSR activities and strengthening of BCP.

Satoshi Tosaka
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Conducting Training on Subcontracting Transactions
In order to forge sound relationships with business partners through fair transactions that comply with rules andregulations, Furukawa Electric Group provides training for employees on subcontracting transactions. In fiscal
2014, in addition to continuing with the courses we have conducted to date, we sought to ensure thoroughawareness of the content of the Act against Delay in Payment of Subcontract Proceeds, Etc., to Subcontractors(Subcontract Law).

Partner Meetings and Partner Evaluation Scheme
Furukawa Electric seeks to deepen awareness among our business
partners through regularly held Partner Meetings, where we explain
the state of the Company, our procurement policy and individualcompany management strategies. For fiscal 2014, this meeting washeld in June and was attended by 85 main business partners.
We also evaluate main business partners on the basis of quality,
technology, price, delivery system, degree of social contribution andfinancial condition, and then hold meetings to provide feedback on

Partner Meeting

our findings. In addition, we discuss the results of our evaluations
with them to more closely align our awareness of procurement activities.
Furthermore, based on the results of these evaluations and lessons learned through our experience of the Great
East Japan Earthquake, we requested ongoing cooperation from certain business partners on business
continuity and stable supply initiatives.
In fiscal 2014, we evaluated some 300 business partners and provided feedback to them.

Promoting CSR through Procurement Activities
Based on our CSR Deployment Guidelines for Business Partners, we work with our business partners on an
ongoing basis on initiatives to ensure that our procurement activities involve thoroughly compliant and fairtransactions and take into account human rights and safety, and consideration for the environment.

Conflict Minerals(note 1)
We have addressed the issue of conflict minerals by formulating a Group policy entitled “The Responsible
Sourcing of Minerals”, which we have distributed to Group companies and business partners to ensure theirawareness.
In fiscal 2014, we carried out an independent survey into the main products of Furukawa Electric Co., Ltd. and its
group companies. Going forward, in addition to requesting the cooperation of Group companies and our77Furukawa Electric Group Sustainability Report 2014: Web version

business partners in the responsible sourcing of minerals, we will work with the Japan Electronics andInformation Industries Association (JEITA), an industry organization, on initiatives targeting the responsible
sourcing of minerals.
(note 1) Defined as minerals (tantalum, tin, gold, tungsten or their derivatives) that originate in or near the Democratic
Republic of the Congo that may help to finance armed conflict.

Challenges and Future Policy
As part of our partner evaluation scheme, we carry out surveys into their level of understanding of our guidelines.
We intend to continue these activities with the aim of identifying and promoting CSR activities. At the same time,
we also carry out surveys into BCP initiatives. We aim to use the results of these surveys to encourage ourbusiness partners’ cooperation in specific activities so that together we can strengthen the BCP system throughthe supply chain as a whole.

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Relations with Shareholders
Information Disclosure Policy and IR Framework
Furukawa Electric Group Basic Policy on CSR requires that the Group seeks to improve upon the sound, friendly
relationships we maintain with all of our stakeholders. Our Own Regulations on the Timely Disclosure of
Corporate Information meanwhile set out a framework for the disclosure of appropriate information at theappropriate time.
Based on this policy, all IR activities are conducted by the Investor & Public Relations Department and overseenby the director in charge of IR, who is General Manager of the Finance & Procurement Division.
Message from the General Managers
Furukawa Electric’s business began with copper smelting and the manufactureof electric wires. One hundred and thirty years later, the numerous products that
we manufacture based on our materials technology support the lives of people
around the world in a wide variety of fields, including telecommunications,electric power infrastructure and automobile.
However, because we often work behind the scenes, shareholders andinvestors often tell us that they feel unfamiliar with the content of our business.
We will continue to work hard to host events such as factory tours, in addition to
making regular news releases and developing the website, so that people can clearly understand and feel morefamiliar with our business. Your continued support is greatly appreciated.

Osamu Suzuki
General Manager, Investor & Public Relations Department, Finance & Procurement Division

Relations with Institutional Investors and Securities Analysts
In addition to holding management briefings (covering interim andyear-end results and mid-term plans when announced) for institutional
investors and securities analysts, we actively encourage communication
all year round.

Briefing for institutional investors

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Relations with Individual Investors
In October 2013, we held our 6th plant tour for individual investors. Visitors were selected by lottery from among
those who responded to an open invitation, with 88 people invited to attend out of the 853 who responded.
During the tour, we offered participants a number of opportunities to get a feel for Furukawa Electric. We
introduced our production processes for copper products and visited a hydroelectric power station. The tour also
featured a simple explanation on the phenomenon of superconductivity.

Copper rolling plant (A close-up look at the
hot-rolling process)Superconductivity experiment (Explanation including
experience of the phenomenon of superconductivity)

Returning Profits to Shareholders
Furukawa Electric considers the appropriate return of profits to our shareholders to be one of our most important
policies. Our basic policy is to continue making steady dividend payments in consideration of future businessdevelopments and in anticipation of the Company’s future profitability trends and financial status from along-term perspective.
Regarding dividend payments in the fiscal year ended March 31, 2014, in consideration of the need to improve
the financial structure, make growth strategy investments with a focus on the infrastructure and automotive
markets and make investments aimed at developing the next generation of business to build a platform forsustainable growth, the Company decided to award a year-end dividend of ¥3.0 per share. Regarding dividend
payments in the fiscal year ended March 31, 2015, in consideration of the fact that the Company is still in theprocess of recovering its operational performance and improving its financial structure the Company expects toforgo the interim dividend and award a year-end dividend of ¥3.0 per share.

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Relations with Employees
Personnel Management
Personnel Management Policy
Our basic personnel management policy focuses on continuously creating human resources who are capable ofputting the Five Principles of the Furukawa Electric Group Credo into practice on their own initiative.

THE FURUKAWA ELECTRIC GROUP CREDO
1.

Maintain high ethical standards, and value honesty and integrity above all.

2.

Continually improve, innovate, and lead, in every area of endeavor.

3.

Take a hands-on approach that addresses the reality of every situation - in the office, at the factory, and on
site.

4.

Be proactive - take the initiative and work with others, persevering until a solution is found.

5.

Maintain open channels of communication between departments and divisions, so that we can shareideals and help each other grow.

Basic approach
We believe that a workplace environment that encourages among all employees compliance and consideration
for human rights serves as the foundation upon which employees can maximize their capabilities. On this basis,
we are devising and introducing a personnel system that will harness employees' diverse abilities andpersonalities. This should encourage employee creativity, setting the cornerstone for “continuous technologicalinnovation.”

Challenges and Future Policy
Under the Fiscal 2015 Medium-term Management Plan, we are focusing on fostering “resilient human resources”
capable of succeeding in stiff global competition with the aim of providing strong foundations for the wholegroup's growth in response to major changes in our business environment; at the same time we have set
ourselves the mission of constructing a collaborative environment to allow us to involve our affiliated companies
both in Japan and overseas and to focus on “policies that strengthen top management” and “reforms to ourorganizational culture/ policies to improve human resources policies” as policies that can contribute to theGroup's Global management. Specifically, we will set out a direction for employees to develop their abilities whileat the same time implementing individual policies from the perspectives of “recruitment and allocation”,“assessment”, “remuneration” and “personnel systems”, as well as “skills development” with a focus on
strengthening the cultivation of global human resources.

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Principal Measures Pertaining to the Group's Global Management
Measures to Strengthen Top
Management

Measures to Improve the Corporate
Culture and Policies to Improve
Human Resource Measures

1.
2.
1.
2.

Review performance evaluation structures and compensation systems(directors and managers)
Introduce succession plans to create a human resources database andassign personnel strategically,etc.
Formulate and execute a basic policy on skills development and
FM-Career Design (new standards for allocation of human resources)
Develop candidates for overseas postings through measures such as
reviewing training curricula and dispatching junior employees overseas

Message from the General Managers
In order for Furukawa Electric Group to succeed and achieve sustainablegrowth in a rapidly-changing and globally-competitive landscape, it is importantthat we “foster tough human resources” capable of overcoming numerous
challenges and “build a collaborative environment” with a view to enhancing ourcross-organizational strength.
For this reason, we have implemented new initiatives, including FM-Career
Design (a personnel system that encourage individuals with the skills and desire
to take on new challenge by using career-building through systematic
placements and fluidity in human resources in order to promote the revitalization of organizations which canenhance the creation of innovation ideas) and the Global Challenge Program (GCP; a program that aims topromote overseas experience among junior employees).
As we seek to strengthen Group Global management, it is essential that individual employees with diverse waysof thinking, skills and backgrounds exchange honest opinions in a free and open manner, irrespective of traits
such as age, gender or nationality, and that they act with true motivation. Moving forward, by actively promoting
diversity management we intend to accelerate efforts to build an atmosphere and culture that allow diverse
human resources to display their true strengths.

Taizo Matsumura
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Human Resources Development
Enhancing Educational Programs
We are undertaking initiatives that further management's aim of training human resources suited to steadily
execute Furukawa Electric Group reforms. We have prepared a number of learning opportunities, including
conducting training courses and e-learning and supporting efforts to earn qualifications, in our bid tocultivate sensitive human resources who can think and act for themselves. In this manner, we are working toencourage personal growth and maximize our organizational capabilities, while at the same time promoting amindset that emphasizes Group management.
Educational System Tree (PDF1,064KB)
http://www.furukawa.co.jp/english/csr/social/training.pdf

In rank-based training, we hold workplace discussions and strive to link observations to actions, rather thanconducting one-off training. Our OJT Leader System seeks to go beyond differences in age and rank inpromoting a shared awareness of issues, targeting organizational reform through the practice of operating anorganization and cultivating a sense of cooperation. For middle-ranking leaders, we conduct training designed tohelp them analyze situations logically, identify issues and plan measures to resolve them, as well as honing thesensitivity that leadership requires. By holding joint training camps with the employees of affiliated companies,
we are aiming at Group-wide human resource development.

Training Leaders Suited for the Global Environment
We launched the Global Business Leader Training Program in fiscal 2007 for the training of future management
personnel. More than 100 graduates of this program are currently at important posts in Furukawa Electric and at
our affiliates in Japan and overseas.
In fiscal 2014, we have launched the Global Mindset Program (GMP) to cultivate human resources capable ofoperating on a global stage. This program hones global awareness and an understanding of diversity, as well as
training participants in identifying and resolving issues on their own. We are expanding the program, focusing inparticular on global training for people assigned to overseas positions and in roles that support overseas
operations.
What's more, starting in fiscal 2015 we began operating the Global Challenge Program (GCP), which is a training
program that dispatches junior employees overseas.

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Global Human Resources Training System

Moreover, among our training programs for local employees of overseas affiliated companies, in fiscal 2011 webegan conducting the Global Development Program (GDP) in Japan for leaders at overseas companies. The
program aims to deepen their understanding of the Furukawa Electric Group and encourage their interaction withJapanese employees, energizing both groups and cultivating an international sense.

Presentation

Group photo

Strengthening the Genba-Ryoku Project
Since fiscal 2009, Furukawa Electric has been pursuing initiatives to bolster the manufacturing capabilities of its
production sites. These activities focus on cultivating genba-ryoku (worksite capabilities) by encouraging people
at its production sites to think for themselves and act on their own initiative for the good of the customer.
Since fiscal 2010, our works have implemented Chief Operator Training and Mid-level Operator Training in order
to transmit the required knowledge to mid-level staff in the manufacturing workplaces. In fiscal 2011, we
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launched the Basic Program, which seeks to promote an improvement in the overall skills and knowledge of ourworkers. Through these training programs, we have sought to increase the motivation towards work of
employees in the manufacturing workplaces under the Genba-Ryoku Enhancement Project, promoted thetransmission of techniques and skills, and sought to revitalize monozukuri capabilities in the workplaces.
What's more, since fiscal 2014 we have held Junior Monozukuri Staff Training for junior technical staff andsought to promote a workplace culture in which the manufacturing workplace and technical staff share thecommon language of seeking to strengthen “genba-ryoku”.

Lecture scene of Mid-level Operator Training

Completion ceremony for Junior Monozukuri
Staff Training

In September 2010, we established the Genba-Ryoku Enhancement Training Center at the Yokohama Works
and we have used the Center for a variety of joint training programs across the Group. Specifically for new
employees (and as part of our training programs for both technical and business employees), we offer
Monozukuri Training, through which trainees work in teams to find solutions to customers' demands. We also
provide Processing Experience, which gives trainees experience of the difficultly of manufacturing, and Risk
Awareness training, which increases recognition of the dangers of the manufacturing workplace.

Monozukuri Training for new employees(Risk Awareness)
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Furukawa Electric also includes Japan-based affiliated companies in its Genba-Ryoku Training Program. We
have also started to include some overseas affiliated companies in the training. Our group companies areworking together to strengthen monozukuri capabilities in both Japan and overseas.

2S drills at China FAS

Anzen Dojo (safety education) training for employees
at FISA in Brazil

People Undergoing Genba-Ryoku Reinforcement Training

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Diversity
Diversity in Hiring
Furukawa Electric is actively recruiting international personnel and international students to support the
globalization of our business.
Furukawa Electric Group has a number of initiatives underway to recruit talented personnel. In addition to
information exchanges to share know-how on hiring within the Group, we hold Furukawa Electric Group Forum
held in Tokyo and Osaka, at which we conduct briefings in conjunction with Group affiliates, and work proactively
demonstrate the appeal of Furukawa Electric Group to students.

Hiring the Disabled
Furukawa Electric established Furukawa Newleaf Co., Ltd. as a special subsidiaryin 2004 to actively employ people with intellectuall disabilities. This is one of ourefforts to increase the percentage of people with disabilities that we employ.
The company handles cleaning operations at the compounds of our works andcurrently employs a total of 37 people with disabilities, 14 at the Hiratsuka Works,
21 at the Chiba Works and 2 at the Mie Works. The company also provides
individualized guidance on everything from matters of daily conduct in thecompany through the building of good human relationships to assist employeeswith intellectuall disabilities in becoming independent members of society.
We also invite parents and guardians of children with no work experience to tour
our work and guidance sites, so as to better understand our efforts involving theemployment of people with disabilities.

Furukawa Newleaf Co., Ltd.,
employees in action

Our employment ratio of people with disabilities was 1.94% in fiscal 2014, which unfortunately failed to meet thestatutory target. However, we are working to increase this employment ratio further by expanding the operationsof our special subsidiary.

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Ratio of employees with disabilities (Furukawa Electric)

Internships
Ever since the Japanese government introduced a system of internships in 1997 as part of anindustry-academia-government collaboration, in our role as a manufacturer Furukawa Electric has taken on
numerous science and engineering interns with the aim of contributing to the fostering of Japanesetechnicians of the future. We have already taken on more than 200 students across our various workplaces.
In recent years, we have also actively sought to accept students from overseas universities in addition to
Japanese universities.

Internship training at Nikko Works

Upgrading and Enhancing Workplace Environments
Volunteer Leave System, Refresh Leave System
To support individual employees' efforts to participate in social contribution activities, we have in place a
Volunteer Leave system for people who have been employed for one year or more. When we introduced thissystem in 2011, it was limited to volunteers in support of restoration and reconstruction activities following theGreat East Japan Earthquake. We lifted this restriction in May 2012, expanding its use to uncompensated social
contribution activities. Going forward, we plan to continue supporting employee participation in social contribution
activities.

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Also, in 2011 we inaugurated a Refresh Leave System whereby employees in their 25th year of employment cantake from 14 through 31 consecutive leave days per year. Taking this sort of leave is designed to help workers
enliven their performance, give them an opportunity to review work we handle as an organization and enhancetheir work-life balance (the balance between work and home life). We also provide a scholarship fund of 300,000
yen, which is limited to employees who have acquired leave, in order to provide financial support to the variety ofactivities they are involved in during their periods of leave.
My Volunteer Activity Report

I volunteered as a race official at the National Sports Festival of Japan at Nikko 2014
Kazuhiro Takashiba
Research & Development Division Metal Research Laboratories

I used Volunteer Leave for five days from January 28, 2014 to act as a speed
skating official at the 69th Winter National Sports Festival Skating Tournament(held in Nikko City, Ibaraki Prefecture).
I was a photo finish judge. For one year before the tournament I attended numerous
tournaments and received instructions from judges across Japan. A race contains amaximum of 12 skaters and the finishing line can be chaotic. It can be very difficult
to make a decision with the naked eye. For this reason, we photograph the moment
the skaters cross the line and record their finishing order and times.
The job doesn’t allow you to relax for a moment, but the more you do it the more
the photographs teach you just how hard the skaters are striving, and I got a true
sense of how exciting the role of an official can be and how wonderful it is whenpeople give their all to what they do.

At a competition

I want to make the most of these experiences to continue playing my own smallrole and volunteering whenever possible.

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My Refresh Leave

Refresh Leave at Izumo Shrine, where the kami come to meet!
Tsutomu Saito
Copper Foil Division Technical Support Department

I took Refresh Leave from October 15 to November 15, 2013.
2013 marked a significant year of “Sengu” (shrine renewal) because the “Sengu” of Ise Grand Shrine and Izumo
Grand Shrine coincided, which is something that happens only once every 60 years. I made the most of thisopportunity to visit Izumo Grand Shrine in Shimane Prefecture. October is the month that countless kami are said
to come together and meet in Izumo. Outside Izumo, October is referred to as Kannazuki (the month when thekami have gone away) but in Izumo it is called Kamiarizuki (the month when the kami are present).
I was blessed with clear skies during my trip and I enjoyed visiting historical buildings, listening to the myths from
Izumo, and eating famous local produce.
I also spent time helping my parents visit hospital and watching the films I had wanting to see, and it was a very
useful period of leave for me.

View of the main shrine at Izumo Shrine

Coreless Flextime System
Furukawa Electric operates two types of core-time (during which employees must be in attendance at work) withthe aim of achieving flexible and efficient working practices in accordance with the needs of the workplaceenvironment - standard core-time (10:00 to 15:00) and short core-time (13:00 to 14:00).
In June 2013, “coreless flextime” (in which no core-time is set) was officially added to the existing two types ofcore-time. As a result, more efficient work became possible by allowing employees to avoid work duringcore-time for the purposes of starting up or maintaining equipment during night shifts, carrying out testing that
requires attendance throughout the day and night, and dealing with overseas bases with time differences.
In the future, we intend to continue facilitating diverse working practices and making efforts to build anenvironment that supports a work-life balance.

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Human Rights Awareness
The Furukawa Electric Group CSR Code of Conduct stipulates that we work to respect human rights, prohibiting
discriminatory treatment and human rights infringement as well as prohibiting harassment. We have alsoestablished a consultation desk concerning human rights concerns that can be accessed from within or outside
the company, and consultations by employees are promptly responded to jointly by the HR & Administration
Department and the CSR Department in the event that issues are reported. As of the end of fiscal 2014 there had
been no cases of involving human rights concerns within Furukawa Electric.
Furthermore, from the perspective of prevention, we have in place a rank-based training curriculum, including
executives and managers at affiliated companies. The curriculum centers on raising awareness, covering suchmatters as prohibition of discrimination against female employees, promoting employment of seniors and people
with disabilities, and improved understanding of Japanese social integration issues.

Improving the Working Environment through Labor-Management Opinion Exchanges
Furukawa Electric maintains a basic position that both labor and management should endeavor to engage insincere discussions, and therefore we focus on issue resolution and deepening mutual understanding.
We hold our Central Management Briefings twice annually for public exchanges of opinion between labor andmanagement. We have conducted such meetings for 62 years, since 1952. As of May 2014 we had held thesebriefings 123 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 theCommittee 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.

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Occupational Health and Safety
Occupational Health and Safety Management Promotion System
In line with the new medium-term plan's policy of strengthening Group management, we have revised our activity
promotion structure. To this end, in fiscal 2014 we have established Furukawa Electric Group Occupational
Health and Safety Committee, chaired by the president. This committee, comprising members of management,deliberates, determines and follows up on policies and measures related to occupational health and safety
activities throughout the Group.

Promotion Framework

Status of Activities and Future Initiatives
Looking at our safety record during fiscal 2014, we failed to reach our target of one or fewer accidents requiring
leave, as three occurred. As a result, we have set about reforming our corporate culture to keep from taking a
backward step on our safety record and strengthening initiatives toward our goal of zero accidents and zero
hospitalizations.
In fiscal 2015, we established a basic policy for the Group. The core tenets of our basic policy for fiscal 2015
naturally include legal compliance, as well as content linked to reforming the corporate culture, such as"Becoming a Safety Conscious Person" and "Realizing Fundamental Safety".
Specifically, we have set forth the following five items.
1.

Endeavor to eradicate accidents in accordance with the objectives of the Industrial Safety and Health Act.

2.

Reduce accident risks by realizing "fundamental safety".

3.

Develop "safety conscious person" through communications and using the 5S.

4.

Aim at self-management through self-checks, maintenance and improvement.

5.

Practice Group health management activities through mental and physical health improvement.

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Message from the General Managers
Every single employee who works for Furukawa Electric Group should be able
to work in a safe and healthy way.
“Safety”, including hygiene, takes priority above everything else. We believe that
“ Safety” as a foundation for monozukuri protects people's lives, the“Environment” protects life on earth, “Quality” protects the life of a product, and“Efficiency” protects the life of our business; consequently, we prioritize thesegoals in this order.
From fiscal 2014, we have established the following two key pillars to our policy:“Becoming a Safety Conscious Person” and “Realizing Fundamental Safety”.
We have used a five-scale health and safety management assessment system to evaluate “Becoming a Safety
Conscious Person” from the perspective of “increasing knowledge and changing attitudes”; and to evaluate“Realizing Fundamental Safety” from the perspective of “fundamental reviews of facilities and processes”. At thesame time, we aim to use workplace activities to build a company that allows all of its employees to work withpeace of mind.

Hisashi Iwama
General Manager, Safety & Environment Promotion Department, Production Technology Division

Acquisition of Occupational Safety and Health Management System (OSHMS)
Accreditation
The system that Furukawa Electric Group has constructed has demonstrated its effectiveness in preventing labor
accidents. We are promoting the creation of this system and its third-party accreditation.
As of March 31, 2014, we had acquired management system accreditation (note 1) at the following sites.
Company

Site

Date acquired

Furukawa Electric Co., Ltd.

Chiba Works

January 13, 2009

Furukawa Electric Co., Ltd.

Hiratsuka Works

November 15, 2010

Furukawa Electric Co., Ltd.

Mie Works

November 15, 2010

Furukawa Electric Co., Ltd.

Nikko WorksMarch 23, 2012

Furukawa Electric Co., Ltd.

Copper Tube DivisionDecember 20, 2012

Furukawa Magnet Wire Co., Ltd.

Mie Plants

November 15, 2010

(note 1) Organizations covered by the Occupational Safety and Health Management System are certified as meeting JISHA
standards.

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Presentation on Health and Safety Activities
Furukawa Electric holds presentations to showcase its health and safety activities,
honoring those of particular merit. Each works conducts its own presentations,with selected groups announcing their activities at the companywide presentation.

Educating Employees at “Anzen Dojos”
Furukawa Electric has placed “Anzen Dojos” (safety education centers) at
manufacturing sites to enable employees to get a sense of the dangers. These
centers are designed as educational facilities where employees can experiencevarious dangers, such as heavy items, edged tools, work in high places, revolving
equipment and electricity, to raise their sensitivity to danger.

Executive Follow-up on Accidents
Furukawa Electric's officers with responsibility for safety carry out accident
follow-up activities, including follow-up on the accidents that occurred in theprevious fiscal year. They check up on the appropriateness and effectiveness ofmeasures, exchange opinions in the pursuit of “Realizing Fundamental Safety”,
and work hard to prevent recurrences.

Manufacturing Works Patrols/Factory Checks
Each month, patrols are conducted at our manufacturing works to identify sourcesof danger and make improvements. In addition, once each year a person in chargeof health and safety at another manufacturing works performs a factory check,conducting inspections from a different point of view to confirm that no dangers
have been overlooked.
We also conduct factory safety checks at Group companies, thereby extending theeffectiveness of these activities throughout the Group.

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Labor Accidents
In fiscal 2014 (April 2013 to March 2014), the frequency rate of accidents requiring leave (note 2) increased both for
Furukawa Electric on a standalone basis and for the domestic Group as a whole (note 3) and there was a slightdeterioration from the previous fiscal year.

(note 2) Frequency = (Accidents resulting in injury or death / total working hours) x 1 million(note 3) The scope of data collection for fiscal 2014 encompassed employees and temporary workers at Furukawa Electricand 38 affiliated companies in Japan.
(note 4) Data for “All sectors” and “Manufacturing” are based on the results of surveys carried out by the Ministry of Health,Labour and Welfare.

The frequency rate of accidents (38 affiliated companies in Japan)
1 Access Cable Company
2 FCM Co., Ltd.
3 Okano Electric Wire Co., Ltd.
4 Okumura Metals Co., Ltd.
5 NTEC Ltd.
6 KANZACC Co., Ltd.,
7 Shodensha Co., Ltd.
8 Seiwa Giken Inc.
9 VISCAS Corporation
10 The Foam Kasei Co., Ltd.
11 Furukawa S&D Co., Ltd.
12 Furukawa Techno Material Co., Ltd.
13 Furukawa Electric Advanced Engineering Co., Ltd.
14 MYOJYODENKI．Co.Ltd.
15 UACJ Corporation
16 Next Generation Power Device Technology
Research Association
17 TOTOKU Electric Co, Ltd.
18 FITEC Corp.
19 Furukawa Automotive Systems Inc.
20 Furukawa Elecom Co., Ltd.

21 Furukawa Sangyo Kaisha, Ltd.
22 FURUKAWA C&B CO., LTD.
23 FURUKAWA INDUSTRIAL PLASTICS CO., LTD.
24 Furukawa Precision Engineering Co., Ltd.
25 Furukawa Research Inc.
26 Furukawa Electric Ecotec Co., Ltd.
27 Furukawa Electric Industrial Cable Co., Ltd.
28 Furukawa Electric Power Systems Co., Ltd.
29 The Furukawa Battery Co., Ltd.
30 Furukawa Nikko Power Generation Inc.
31 FURUKAWA NEWLEAF CO.,LTD.
32 FURUKAWA NETWORK SOLUTIONCORPORATION
33 FURUKAWA FINANCE AND BUSINESSSUPPORT CO., LTD.
34 Furukawa Logistics Corp.
35 Furukawa Magnet Wire Co., Ltd.
36 FURUKAWA LIFE SERVICE Inc.
37 Miharu Communications Inc.
38 Riken Electric Wire Co., Ltd.

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From fiscal 2014, we have included data from overseas Group companies in the accident statistics data. The
data includes both accidents requiring leave and accidents not requiring leave. The frequency rate of accidents
for the Group as a whole in fiscal 2014 was 1.78.

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 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 andby arranging consultations for such workers with industrial physicians.

Mental Health Education
We began conducting mental health measures in fiscal 2003, and we have provided both managerial andgeneral employees with education and training programs to which industrial physicians and industrial nurses areinvited as lecturers. In the past, stress control training for employees aged 30-35, workplace mental healthtraining with a focus on Work Engagement(note 5), and Pleasant Workplace Discussion Sessions aimed at
improving the workplace environment have been implemented across the company. We have sought to revitalizeboth individuals and workplaces.
In fiscal 2015 and fiscal 2016, Self-care Training and Line Care Training programs will be implemented with theaim of helping all employees in their early forties and middle-ranking managers to respond to all types of change.
(note 5) A mental health concept pertaining to motivation, devotion, and energy regarding work

Strengthening Smoking Measures
In fiscal 2004, we commenced measures to counter smoking in earnest, introducing programs to prevent
exposure to passive smoke and encourage quitting smoking. As a result of such activities, the percentage ofsmokers among male employees has fallen by approximately 20 percentage points over 10 years. We aim toswitch to a smoking ban during working hours in fiscal 2018 and to an entirely smoke-free workplace by fiscal
2021 at the latest, and have continued to adopt a multifaceted approach with the following three main
approaches: sharing information, supporting efforts to quit smoking and creating a smoke-free environment.

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Smoking rates among Furukawa Electric employees (male)

Responding to Asbestos-Related Health Issues
During the period from fiscal 2006 to 2007, we once again investigated workplaces that previously handledasbestos products and we organized medical examinations focused on asbestos for all relevant employees. We
also sent out notices urging retired employees who worked at the relevant sites to undergo medical
examinations.
As of March 31, 2014, three people have been confirmed as being involved in industrial accidents, andsymptoms have been detected in nine.
Results of Medical Examinations
 People confirmed as having been in industrial accidents: Three (of whom one died of mesothelioma and one
died of lung cancer)People in whom symptoms detected: Nine (of whom one currently in employment and eight retired)97

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Employee Data Book
Group Data (Consolidated)
Number of Group Employees by Region

Furukawa Electric Data
Gender ratio of Employees

Gender ratio of Managers

Employee turnover rate by gender98Furukawa Electric Group Sustainability Report 2014: Web version

Recruitment figures by genderSpecialized staff

Professional staff

Fiscal
2009

Fiscal
2010

Fiscal
2011

Fiscal
2012

Fiscal
2013

Fiscal
2014

Fiscal
2015

Male

84

79

73

66

49

26

21

Female

17

13

9

12

10

6

5

Total

101

92

82

78

59

32

26

Foreign nationals

1

4

4

2

3

0

1

Male

86

44

15

21

2

0

0

Female

1

0

0

1

0

0

0

Total

87

44

15

22

2

0

0

Average pay by gender (Unit: Yen)
Fiscal 2010

Fiscal 2011

Fiscal 2012

Fiscal 2013 Fiscal 2014

Male

6,730,669

7,130,016

7,148,857

6,922,703

7,164,395

Female4,478,994

4,708,913

4,591,206

4,554,577

4,802,456

Average

6,551,629

6,929,268

6,747,553

6,570,185

6,851,869

Ratio of labor union membership (Unit: %)Fiscal 2010 Fiscal 2011 Fiscal 2012

Fiscal 2013 Fiscal 2014

Male

99.64

99.68

99.75

99.67

99.72

Female

97.56

97.11

98.23

98.62

98.07

Total

99.46

99.45

99.61

99.57

99.57

Overtime (Unit: Average hours per month)Fiscal 2009 Fiscal 2010

Fiscal 2011 Fiscal 2012 Fiscal 2013

Fiscal 2014

Direct work

21.62

23.36

24.15

23.84

24.33

26.17

Indirect work

18.44

14.06

17.03

17.45

18.14

19.27

Average

20.1

17.75

19.72

19.85

20.46

21.83

Regular annual leave
Fiscal
2009

Fiscal
2010

Fiscal
2011

Fiscal2012

Days carried over per person (A)

22.5

22.0

22.6

21.8

22.1 Days

Days granted per person (B)

24.0

23.9

23.9

23.6

23.7 Days

Days acquired per person (C)

13.6

13.3

13.1

13.0

14.1 Days

Acquisition rate (C÷B)

56.7

55.6

54.8

55.1

59.5 %

Item

Fiscal2013

Unit(note) Regular annual leave is calculated as leave taken between September 16 and September 15 of the following year.
Figures for fiscal 2014 are calculated for the annual leave year that has not yet concluded.

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People taking volunteer leave
Fiscal 2012 Fiscal 2013

Fiscal 2014

Female

0

0

0

Male

1

5

5

Total

1

5

5

(note) Fiscal 2014, five people took advantage of this leave, bringing the total number to date to eight.
People taking refresh leave
2011

2012

2013

Female

1

4

2

Male

63

77

74

Total

64

81

76

(note) 1 Refresh leave is calculated on a calendar basis (January 1 to December 31)
2 Refresh leave is a system that accords employees who have worked for 25 years continuous leave of between 14 and 31
days.
People taking maternity/paternity leave
Fiscal2010
FemaleRatio of employees returning to work (%)
Male
Ratio of employees returning to work (%)
Total
Ratio of employees returning to work (%)

Fiscal Fiscal
2011
2012

Fiscal
2013

Fiscal
2014

39

35

35

33

22

100.0

97.1

97.1

97.0

95.5

4

4

10

7

5

100.0

100.0

100.0

100.0

100.0

43

39

45

40

27

100.0

97.4

97.8

97.5

96.3

Fiscal
2010

Fiscal
2011

Fiscal
2012

Fiscal Fiscal
2013
2014

People taking nursing care leave

Female

0

0

0

0

0

Ratio of employees returning to work (%)

-

-

-

-

-

Male

0

1

2

2

0

Ratio of employees returning to work (%)

-

100.0

100.0

100.0

-

Total

0

1

2

2

0

Ratio of employees returning to work (%)

-

100.0

100.0

100.0

-

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Relations with 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 business-related activities, in order to maintain and strengthen community ties built
over centuries and create a better tomorrow for future generations.

Basic Policy
Furukawa Electric Group have 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 in harmony with the natural environment and local
communities.

Challenges and Future Policy
In the charity event held to support Reconstruction from the Great East Japan Earthquake, we conducted aquestionnaire survey on “social problem-solving and contribution”, “activities unique to our company”, and otherthemes. The results have shown that people are highly interested in “promotion of sports”, “use of naturalenergy”, and “technology and Monozukuri (manufacturing) education”. We will implement programs utilizing ouruniqueness in line with Furukawa Electric Group Basic Policy on Social Contribution Activities.

CSR Awards
Fifth CSR Awards
Furukawa Electric established the CSR Awards to recognize the social contribution or environmental
preservation efforts of our subsidiaries that notably exceed their regular business. CSR Award-winningcompanies work on a daily basis to continue contributing to society through these activities.

Social Contribution Award
Furukawa Sangyo Kaisha, Ltd.
As for assistance to the areas affected by the Great East Japan Earthquake, Furukawa Sangyo has participatedin reconstruction there through its core business. In 2013, we carried out a new activity, “Affected Area Tour
Training” in cooperation with a local NPO. A total of 26 of our employees, mainly young workers, made a
two-day-visit to the quake-hit areas in Miyagi Prefecture where they interacted with disaster victims and helped
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improve a seawall as volunteers. We received messages from the victims who said things like “It was very nicetalk to them”, and “They took our sorrow seriously”. We even more keenly realized how important it is to express
gratitude. At the briefing session in the company held after the training, we shared the participants’ valuable
experiences. In order to contribute to reconstruction in the region, we will develop emotional connections throughnot just our products but also through “sympathy” by continuously conducting such training.

Social gathering with the local NPO staff and thequake-victims

Volunteer activity in “Millennium Hope Hills” in
Iwanuma City

Environmental Preservation Award
Furukawa Industrial S.A. Produtos Eletricos 〔FISA〕(Brazil)
FISA has worked ahead of the industry to prevent environmental pollution andreduce CO2. One such effort is the collection and recycling of LAN cables(Green IT Program) that started in 2008. FISA further developed this initiativeand its LSZH (Low Smoke Zero Halogen) LAN cable was eventually certified by
Associação Brasileira de Normas Técnicas (ABNT) as an eco-friendly productand given an eco-label. It had to ask not only its own employees but also its
suppliers, customers, and logistics companies for cooperation since obtaining
the label requires a product to be eco-friendly throughout its life cycle. The
Curitiba Factory mainly made efforts, and as a result, FISA was certified inAugust 2011; it is a certification that has been maintained. As of June 2014, no
LAN cables of other companies have obtained the eco-label certification, andthis certification has led to not only the conservation of the global environment
but also increased Furukawa’s strong brand.

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Eco-label certification

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Activities to obtain and maintain eco-labels

Development: All raw materials complying to RoHS Directive

Manufacturing: Reducing energy consumption, water consumption and industrial waste

Sales & Logistics: Efficiency improvement of accommodation of products into truckDisposal & Collection: Constructing a recycling system of products

Environmental Preservation Award
Furukawa Electric Autoparts Philippines Inc. 〔FEAP〕(Philippines)
FEAP, mainly CSR team members continuously work on volunteer activities such as cleanup and repair ofschool facilities and assistance in nursing homes. Of the volunteer projects, we participate in ones in Mt. Makilingand around Lake Caliraya every year with the aim of nurturing future generations, living in harmony with local
communities, and preserving the environment. FEAP is involved in efforts to preserve natural, precious andvanishing environments and ecology by restoring pavement (eco-trail) in Mt. Makiling and Planting around Lake
Caliraya.

Restoring pavement in Mt. Makiling

Planting trees around Lake Caliraya

Activities in Each Region
Activity Topics
Hiratsuka City <Citizen's Academy> Field Trip for Adults (Furukawa Electric, Hiratsuka)
The Hiratsuka Works accepted “Field Trip for Adults,” one of the
Citizen's Academy courses hosted by the central community
center. The first-ever course in Hiratsuka City allowed Hiratsuka
citizens to visit three manufacturers including our company in thecity. We explained the philosophy, history, businesses, andoverview of our company and the Hiratsuka Works, and then,showed the participants the actual Monozukuri (manufacturing) in
our factory. During the tour and the Q&A session, we received agreat many questions, which made us aware that people are very103

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interested in Monozukuri. It was also a good chance for us to have neighborhood residents deepen their interestand understanding of what our works is doing. We will continue to actively interact with them.

Town Autumn Concert (Furukawa Automotive Systems Inc.)
Furukawa AS accepts trainees from Vietnam. Their dormitory is in
the region of Kawasebaba Station, Hikone City, Shiga Prefecture
where the residents' association holds an annual event, the“Autumn Concert.”
In 2013, our (Furukawa AS's) trainees were invited to the concert.
The trainees introduced Vietnam to local people, showing themslides, and sang and danced dressed in their ethnic costume,
which promoted friendship and had the locals more deeply
understand Vietnam.
The event gave the trainees and the local residents an opportunity to become familiar with each other. We willfurther deepen our relationship in ways like greeting each other every morning and evening.

VOICE
I completely felt comfortable with people in the town in just a day. I hopeto have more opportunities like this to interact with people there.
This event deepened our relationship with the local residents. I madefriends in just a day.

NGUYEN THI KIM DUYEN, VO THI VAN
Production Section,
Furukawa Automotive Systems Inc.

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Activities in Each Region
Our group implements different regional activities.

Nurturing Future Generations
Example: Supporting and cooperating to offer work experience
to elementary, junior and senior high school students


Furukawa Electric Co., Ltd.
(Chiba Works, Hiratsuka Works, Nikko Works, Copper Foil
Division)

Access Cable Company



Furukawa Electric Power Systems Co., Ltd.



Okano Electric Wire Co., Ltd.

The Furukawa Battery Co., Ltd.

Furukawa Logistics Corp.

Showing a 40tons forklift during the plant
tour by the local elementary school
Furukawa Electric and Furukawa
Logistics, Chiba

Promoting Sports and Culture
Example: Participating in and supporting sports events, Holding,participating in, and supporting (donations included) festivals


Furukawa Electric Co., Ltd.
(Chiba Works, Mie Works, Nikko Works, Copper Foil Division)

Access Cable Company



Furukawa Electric Power Systems Co., Ltd.

KANZACC Corp.



Furukawa Automotive Systems Inc.

Local residents holding a trout-fishingfestival in the company’s regulating
reservoir



Furukawa Precision Engineering Co., Ltd.

Furukawa Nikko Power Generation



The Furukawa Battery Co., Ltd.



Miharu Communications Inc.



Furukawa Magnet Wire Co., Ltd.

Furukawa Nikko Power Generation Inc.

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Living in Harmony with the Natural Environment
Example: Participating in the environment beautification
campaign


Furukawa Electric Co., Ltd.
(Chiba Works, Hiratsuka Works, Mie Works, Nikko Works,
Copper Foil Division, Copper Tube Division, Yokohama Works)

Access Cable Company



NTEC Ltd.



Okumura Metals Co., Ltd.

TOTOKU Electric Co, Ltd.

Furukawa Automotive Systems Inc.



Furukawa Sangyo Kaisha,Ltd.



Furukawa C&B Co., Ltd.

Furukawa Precision Engineering Co., Ltd.

Furukawa Logistics Corp.



Furukawa Techno Material Co., Ltd.



Riken Electric Wire Co., Ltd.

Furukawa Electric Ecotec Co., Ltd.

Furukawa Magnet Wire Co., Ltd.

Furukawa Nikko Power Generation Inc.

Cutting grass near a children’s
playground jointly with Hosoo Residents’
Association
Furukawa Precision Engineering
Logistics, Chiba

Shonan shoreline cleanup campaign,sponsored by the Young Women's
Division of the Labor Union
Furukawa Electric, Hiratsuka
Logistics, Chiba

Campaign against illegal dumping
Furukawa Electric, Mie Furukawa
Electric, Hiratsuka Logistics, Chiba

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Awards from Outside Sources
2014
PeriodSubject / Implementing organization
Maejima Hisoka Award

Mar.

Implement organization: The Tsushin Bunka Association

Winning organization
Hiroshi Ishihara
Adviser,
Furukawa Electric

2013
PeriodNov.

Subject / Implementing organization
Won the Industrial Science and Technology
Policy and Environment Director Award of Ministry of Economy,
Trade and Industry: “Management Contributor of a Proper
Measurement Control Business Place”

Winning organization

Yukio Matsui,
Furukawa Electric Advanced Engineering

Implement organization: Ministry of Economy, Trade andIndustry

Sep.

Was awarded the title of Fellow of the Institute ofElectronics, Information and Communication Engineers (IEICE):
The technology development of the high-power and broadband
erbium doped optical fiber amplifier
Implement organization: Institute of Electronics, Information andCommunication Engineers
Best Paper Awards of OECC/PS

Jul.

Implement organization: Conference on Lasers andElectro-Optics Pacific Rim and OptoElectronics andCommunications Conference

Haruki Ogoshi
Director of FITEL Photonics Laboratories,
Furukawa Electric

Masanori Takahashi and three others
FITEL Photonics Laboratories,
Furukawa Electric
Hiroshi Kawashima
FITEL Products Div.,
Furukawa Electric

Relations with Public Policy
As a company that supports infrastructure environments such as telecommunications and energy, we
will play our role in policy formation and carry out problem-solving measures while maintaining atransparent and fair relationship with government.

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