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Our Thinking Concerning Social Contribution Activities

Basic Policy

NEC will promote social contribution activities that will consider the benefits and development of all stakeholders, starting with the local society, and it will fulfill its social responsibilities as a "good corporate citizen."

Positioning of Social Contributions in CSR

NEC's CSR Concept

Foundation for Promoting CSR Management

In order to continue being a company that our stakeholders can trust, we shall follow on a daily basis our "Corporate Philosophy," "NEC Group Corporate Action Charter" and "NEC Group Action Rules."

Foundation for Promoting CSR Management

Basic Way of Thinking toward Social Contribution Activities

Goals of Social Contribution Activities

  1. Be actively involved in social problems, and contribute to the realization of a diverse and prosperous society.
  2. Fostering a corporate culture and corporate values that consider out stakeholders.
  3. Actively constructing relations with the community as a good corporate citizen.

Mid-term Themes

NEC established an ideal corporation model toward 2017 as "to be a leading global company leveraging the power of innovation to realize an information society friendly to humans and the earth", and deploys various social contribution activities based on the following mid-term themes under the concept of NEC Group Vision 2017.

  1. Eliminating the Digital Divide
  2. Social Innovation Developed by Entrepreneurs
  3. Youth Education that Cultivates Creativity
  4. Protecting the Earth's Environment
  5. Realizing a Diverse & Thriving Society

Policies for Promoting Programs

Contribute to the realization of NEC Group Vision 2017 as a good corporate citizen.

Efficient utilization of resources
  • Management resources: Funds, products, human resources, facilities, information/knowledge, etc.
Partnerships with NPOs and NGOs
  • Promoting the solving of social problems based on win-win relations.
  • Supporting the creation of new social businesses and strengthening our base.
Connections between Group companies and employee participation
  • Contributions to local society through NEC Make-a-Difference Drive (MDD) activities.
  • Promotion of employee volunteer activities.
Contributing to improving our corporate image and reputation
  • Visible activities of NEC's presence
  • Cutting-edge volunteering programs
  • Promoting information delivery

Guidelines for Coordination with NPOs

Must be officially recognized (in principle): Public entities, NPO entities, etc.
Activity results
  • Must have advanced and unique activities, and have a history.
  • Must have specialized know-how, the ability to complete projects and the ability to output information.
Financial contents
  • Making efforts to disclose the status of financial management, revenues and the source of funds.
  • Has diverse financial resources.
Organizational foundation
  • The mission, vision, goals and personnel composition are clear.
  • The division of labor between management, specialized staff, paid staff, volunteers, etc. are clear.
Management
  • The leadership, enthusiasm, and high qualities of responsible persons are clear.
  • Governability, transparency, and accountability are considered.

Program Assessment System

Social Contribution Program Assessment System

Assessment Criteria: Point of View of Society

Public Interest 1. Social issues to solve are clear.
2. Needs in the community and society are grasped.
3. Not limited to a few beneficiaries and participants, but contributes to a wide range of people.
4. Program participants are greatly satisfied.
5. Contributing to building trust from the community and society.
Potential 1. Developing and opening new fields.
2. Finding new partners and collaborating with them.
3. Introducing innovations and mechanisms to spread the effect.
Innovation/Uniqueness 1. Timely new and pioneering approaches that are made to social problems.
2. The approaches are unique and set precedents.
Partnerships of NPOs 1. Specific goals are made for social problems and results are being achieved.
2. A win-win relationship is formed.
3. Mutual resources are effectively used.
4. There is a connection with NPO foundation reinforcing support.
5. Interactions with NPOs are promoted.

* Items to consider when planning a program for this fiscal year are shown below.

Link with NPOs

  1. Specific goals are made for social problems and results are being achieved.
  2. A win-win relationship is formed.
  3. Mutual resources are used effectively.
  4. There is a connection with supporting a strengthened NPO foundation.
  5. Interactions with NPOs are promoted.

Assessment Criteria: Point of View of NEC

Strategy 1. Relations with the Group Vision and mid-term themes of social contribution activities are clear.
2. Strong connection with businesses or contributing to the businesses.
3. Continuously improving programs based on PDCA management.
4. Utilizing resources (human resources, products, funds, facilities, and information).
Financial 1. The amount of advertisement cost conversion for PR results exceeds the investment costs.
2. Programs are introduced in seminars, forums, symposiums, etc. as case studies.
3. Awards are given by external organizations or programs are evaluated by SRI, etc.