We reported on performance against the indicators and targets set in the Medium-term Management Plan 2022–2025 (the 2025 Medium-term Plan)*, which serves as a milestone toward achieving Vision 2030.
We identified management priorities by categorizing them into material issues of revenue opportunities and material issues of risks. Based on this approach, we established specific indicators and targets (sustainability indicators and targets) and have steadily advanced our initiatives.
* For more details on the 2025 Medium-term Plan, please refer to here
.
| Material issue | Sustainability indicator | Scope | Result | Target (Reference value) | |||||
|---|---|---|---|---|---|---|---|---|---|
| FY2023 | FY2024 | FY2023 | FY2024 | FY2025 | |||||
| Revenue opportunity | Creating businesses that solve social issues | Sales ratio of environmentally friendly products | Group | 65.9% | 74.0% | 66% | 68% | 70% | |
| Open, Agile, Innovative/ Building partnerships with various stakeholders | R&D expense growth rate for new businesses (compared to FY2021) | (Compared with FY2021) | Group | 121% | 133% | 125% | 125% | 125% | |
| Implementation rate of IP landscaping for strengthening the businesses and themes for creating new businesses | Group | 77% | 100% | 45% | 100% *1 |
－ *2 |
|||
| Risk | Developing business activities that consider climate change | GHG emissions reduction rate (Scope 1&2) | (Compared with FY2017) | Group | -45.4% | － | -21.2% | (-39%) *3 |
(-42%) *3 |
| (Compared with FY2021) | － | -34.8% | － | -14.0% | -18.7% | ||||
| Ratio of renewable energy use to total consumption | Group | 31.6% | 39.6% | 12% | 25% | 30% | |||
| Strengthening human capital and organizational execution abilities | Employee engagement score*4 | Furukawa Electric | 63 | － | 65 | － | － | ||
| Group | 76 | 72 | － | 77 | 80 | ||||
| Ratio of female workers in managerial positions | Furukawa Electric | 5.4% | 5.4% | 5.0% | 6.0% |
7.0% |
|||
| Ratio of mid-career hires in total new hires*5 | Furukawa Electric | 48.8% | 54.4% | 30% *6 |
30% *6 |
30% *6 |
|||
| Building a governance system to strengthen risk management | Ratio of follow-up on risk management activities for all risk domains | Group | 100% | 100% | 100% | 100% | 100% | ||
| Ratio of SAQ implementation based on the CSR Procurement Guidelines for major suppliers | Group | 65% | 84% | 40% | 70% | 100% | |||
| Implementation rate of human rights training for managerial positions | Group | 100% | 100% | 100% *7 |
100% *7 |
100% *7 |
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*1 This means that all projects have been implemented with respect to the business enhancement and new business creation themes set as of 2022.
*2 The target was achieved ahead of schedule in FY2024. In FY2025, we will shift our focus to applying the results in specific business activities.
*3Base year in and after FY2024 was updated to FY2021; the reduction target value when applied to the former base year of FY2017 is also shown for reference purposes.
*4 The scope was expanded to cover all group companies in Japan and abroad in FY2023, and the target was changed from Furukawa Electric's target to Furukawa Electric Group’s target.
*5 New hires represent new graduates and mid-career hires, covering managerial positions, career-track, and clerical positions.
*6 This means that about 30% will be maintained in each fiscal year.
*7 This means that 100% globally for each fiscal year will be continued.