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Basic Policy of Social Contribution Activities

The NEC Group Corporate Philosophy was established in 1990 in the belief that “NEC strives through C&C*1 to help advance societies worldwide toward deepened mutual understanding and the fulfillment of human potential.” This philosophy lays down NEC’s intention to contribute to society through C&C, in other words, through ICT – NEC’s core line of business.

With each employee acting as a good corporate citizen, NEC promotes social contributions “NEC Make-a-Difference Drive” to help solve mid- to long-term social issues. These have been conducted under four universal themes: “Education, Culture and Sports,” “Welfare and Diversity,” “Environment,” and “Regional Contribution Activities” and with the cooperation of local communities, NPOs and NGOs, local governments, universities, etc. As a company that earn the confidence and trust of everyone, NEC is doing this because it wants to support such everyone in local communities that are major actors in solving social issues.

Moreover, believing that our social contribution activities through the NEC Make-a-Difference Drive are foundational in developing sustainably and socially literate human resources – a quality that is required of a member of a company that calls itself a Social Value Innovator – we encourage as many employees as possible to participate in the program. Through these social contribution activities, we aim to nurture the mindset for volunteerism and co-creation, and develop human resources that are sensitive to the fundamental issues faced by customers and society and are able to take the initiative towards solving social issues.

*1 C&C: Concept for the integration of computers and communications

Basic Policy of Social Contribution Program Creation

To effectively carry out socially relevant and sustainable programs, NEC has established basic policies in the creation of social contribution programs and the guidelines in collaborating with NPOs.
In addition, we conduct yearly evaluation and refinement of the programs based on social circumstances, independence level of partners, and the directions of NEC’s business strategies.

1.Effective utilization of management resources

  • Management resources: funds, products, human resources, facilities, information, and knowledge, etc.
  • Relationship with businesses

2.Partnerships with NPOs and NGOs

  • Promoting solutions of social issues based on win-win relationships.
  • Supporting the creation of social businesses.
  • Strengthening NPO foundation.

3.Participation of officers and employees, cooperation with domestic and overseas affiliate companies

  • Promotion of volunteer activities by officers and employees
  • Promotion of initiatives for cooperation with NEC domestic and overseas affiliate companies

4.Contributing to improving our corporate value

  • Visible activities of NEC's presence
  • Cutting-edge volunteer programs
  • Promoting information delivery

Guidelines for Coordination with NPOs

We assess the partnership using the following five criteria when establishing a relationship with NPO/NGO.

1.Certified by NPO Law (In principle)

2.Activity record

  • Must have advanced and unique activities, and prior history.
  • Must have specialized know-how, the ability to complete projects and the ability to output information.

3.Financial details

  • Making efforts to disclose the status of financial management, revenue and source of funds.
  • Have diverse financial resources.

4.Organizational foundation

  • Clear mission, vision, goals and personnel makeup.
  • Clear division of labor between management, specialized staff, paid staff, volunteers, etc.

5.Leadership and management

  • Clear leadership, enthusiasm, and high quality of responsible personnel.
  • Considers governability, transparency, and accountability.

Social Contribution Program Assessment System

We assess all social contribution programs each year based on the social contribution program assessment system.

Social Contribution Program Assessment System

* Both "Social value" and "Value for NEC" are quantified and assessed for each item.

Assessment criteria: Social value

Public Interest
  1. Tracking the needs in the community and society
  2. Not limited to a few beneficiaries or participants, but contributes to a wide range of people
  3. Working together with NPOs, public administrations and universities
  4. Obtaining opinions (feedback) from program partners
Effectiveness
  1. Specific goals are made for social issues and results are being achieved.
    • Output (Result)
    • Outcome (Effect)
    • Impact (Spread)
  2. The approaches are being developed effectively.
    • Contains ideas and mechanisms to spread its effect
    • Contains global elements

Assessment criteria: Value for NEC

Strategy
  1. Continuously improving programs based on PDCA management.
  2. Utilizing resources (funds, products, human resources, facilities, information, and knowledge).
  3. Collaborating with NPOs.
    • A win-win relationships is established.
    • Supporting a stronger NPO foundation.
    • Promoting communications with NPOs.
Effectiveness
  1. Contributing to businesses (business creation and sales contribution)
  2. Contributing to nurturing employee human resources.
  3. Contributing to improving corporate reputation and building trust from the community and society.
    • Program participants are greatly satisfied.
    • The amount of advertisement cost conversion for PR results exceeds investment cost.
    • Programs are introduced in seminars, forums, symposiums, popular SNS, etc. as case studies.
    • Awards are given by external organizations or programs are evaluated by SRI, etc.

Social Contribution Expenses

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