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Sustainability-Related Risks and Opportunities in NEC’s Sustainability Management
Note: The following dialogue was held on September, 2025.
The NEC Sustainability Advisory Committee, which started in 2022, holds regular dialogues with outside experts with the aim of confirming the direction of the Company's sustainability management and improving its initiatives.
This eighth session, CFO Fujikawa, CRCO(Chief Risk and Compliance Officer) Tamefusa, and Head of Corporate Planning & Sustainability Promotion Department Sugahara engaged in discussions with experts on sustainability-related risks and opportunities that are of high importance to NEC.
NEC's Approach to Sustainability for the Next Mid-Term Management Plan
At the outset, Fujikawa explained NEC’s vision for the next medium-term management plan period, stating that NEC aims to lead transformation toward a resilient society in response to disasters and climate change, leveraging its strengths in technologies such as AI and security.
In response, Chairman Pedersen stated, “Japan’s high ethical standards and reliability represent strengths that can be leveraged globally in an increasingly fragmented world. This fragmentation extends beyond politics to factors like population decline or growth. NEC has opportunities to create new global value addressing both environmental and social challenges.” Mr. Horii also pointed out, “It is crucial to communicate NEC’s unique growth story through AI utilization, along with specific strengths and case studies, in a way that's more easily understood from an investor's perspective.”
Initiatives for Communicating the Vision and Enhance Engagement
Discussions also covered communicating the vision internally and externally. In response to Sugahara's comment, “While the vision for achieving our management plan is based on dialogue between management team and employees, we believe this dialogue itself contributes to enhancing employee engagement,” Ms. Nagai and other experts advised that it is essential to craft globally conscious expressions that resonate with diverse employees, including those at overseas subsidiaries, ensuring everyone can understand and internalize it.
Communication of the Next Medium-Term Management Plan
Regarding the formulation and communication of the next medium-term management plan, Tamefusa commented, “I clearly understood the importance of conveying our current position, our desired future state, and the means and actions required to reach it in a clear, narrative manner.” Fujikawa affirmed his commitment “We aim to do more than set numerical targets; we will strengthen internal communication to make our vision clearer.”
(Front row, left to right) Nagai, Pedersen, and Horii.