NEC ESG Databook 2023
Contents
Information Disclosure Policy
Basic Policy
As a company aiming to be a Social Value Innovator, NEC Corporation 
considers communication with stakeholders to be a critical initiative not only 
from the perspective of carrying out our corporate social responsibilities, but 
also as an opportunity for us to understand the fundamental issues that our 
customers and society face. Our commitment to moving forward with 
dialogue and co-creation with stakeholders is embedded in the concept of 
“Orchestrating” as stated in our Purpose, “Orchestrating a brighter world.”
We use our sustainability website and ESG Databook (PDF format) as 
communication tools for this purpose, disclosing sustainability initiatives and 
their results as viewed from an environmental, social, and governance (ESG) 
perspective. NEC’s Integrated Reports also present the essence of our ESG 
Databook, with a focus on “materiality,” as well as the essence of our 
securities reports, which disclose our financial activities.
Scope of This Report
In principle, the content relates to NEC Corporation in certain sections 
but also includes subsidiary companies and affiliates in other sections.  
“NEC” refers to NEC Corporation and its subsidiary companies, unless 
otherwise noted. 
The report covers the consolidated fiscal years ended March 31, 2020, 2021, 
2022 and 2023, and data as of March 31 of each year, unless otherwise noted.
Disclosure Format
• Sustainability Website and ESG Databook (PDF Format)
NEC regularly discloses the latest information on its sustainability 
activities via its sustainability website. Furthermore, it emphasizes detailed 
coverage of information to ensure conformance with international reporting 
initiatives such as the Global Reporting Initiative (GRI), while addressing the 
needs of sustainability professionals such as ESG research institutions, the 
news media, universities, and NPOs/NGOs.
The ESG Databook (previously the Sustainability Report, English version) 
posted on the sustainability website is published each year in PDF format. 
Our sustainability initiatives have been compiled and published in the 
Sustainability Report since 2018. However, from 2023 onwards, the report has 
been renamed as the ESG Databook. The Databook presents our ESG targets, 
results and future plans and initiatives more clearly, and the content is easier 
to search through. The previous Sustainability Report was published in 
English in September 2022. 
• NEC Integrated Report
The NEC Integrated Report explains our management strategies, which 
are aimed at promoting the sustainable growth of NEC and society as a 
whole, from both financial and non-financial perspectives. NEC has 
published integrated Annual Reports containing both financial and non-
financial information since fiscal 2014. In July 2018, NEC changed the name 
of the report to “Integrated Report” upon having defined its corporate 
materiality.
Reference Guidelines
With the aim of achieving conformance with international reporting 
initiatives, NEC reports on its sustainability activities using the following 
guidelines as references:
• The GRI’s Sustainability Reporting Guidelines Standards
• United Nations Global Compact (UNGC)
• Sustainability Accounting Standards Board （SASB) Standards
• International Organization for Standardization (ISO) 26000
• Japan’s Ministry of Economy, Trade and Industry (METI)’s “Guidance for 
Collaborative Value Creation”
Third-party Assurance
The environmental and social data published in the ESG Databook has 
been verified by a third party. Applicable environmental data is denoted with 
a 
. Relevant social data is provided in the corresponding notes.
Management for Sustainability
Environment
Social
Governance
Appendices and Data
	
2	 Management for Sustainability
	
5	 Dialogue and Co-creation with 
Our Stakeholders
	
6	 Materiality (Priority Management 
Themes from an ESG Perspective)
	 11	 Environmental Management
	 18	 Initiatives to Reduce 
Environmental Impact
	 30	 Biodiversity
	 31	 Overview of Environmental 
Impact
	 32	 Environmental Data
	 33	 Scope of Environmental Data
	 34	 Inclusion and Diversity
	 40	 Securing and Retaining 
Employees and Labour 
Practices
	 46	 Human Resource Development
	 50	 Occupational Health and Safety
	 54	 Respecting Human Rights
	 58	 AI and Human Rights
	 62	 Personal Information Protection 
and Privacy
	 66	 Customer Relationship 
Management
	 68	 Quality and Safety
	 70	 Corporate Citizenship Activities
	 74	 Corporate Governance
	 76	 Risk Management
	 80	 Compliance
	 86	 Supply Chain Management
	 92	 Innovation Management
	 94	 Information Security and Cyber 
Security
	 98	 Third-party Assurance
	 99	 External Ratings and 
Evaluations
	100	 Comparison Table:
GRI Standards
UN Global Compact
SASB Standards
ISO 26000
NEC is a signatory to the 
United Nations Global 
Compact.
1

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
2
Management for Sustainability
Basic Principles on Management for Sustainability
GRI
2-22
2-23
NEC aims to realize a sustainable society where everyone has the chance to reach their full potential. Our management 
approach entails conducting dialogues and co-creation with many different stakeholders while advancing business activities 
that help address social issues. Moreover, in addition to conducting rigorous compliance with laws, regulations, and sound 
corporate ethics, we also proactively lower risks attendant on activities that have potentially negative effects on society or  
the environment.
Guided by the NEC Way, NEC promotes management for sustainability in accordance with the following Basic Principles on 
Management for Sustainability. In addition, we have identified our priority management themes from an ESG perspective—
materiality. Addressing these themes is central to minimizing risk and maximizing the value we provide, which in turn will 
contribute to improving future financial performance and achieving the Sustainable Development Goals (SDGs).
Message from the President and CEO
NEC Way
Contribute to Solving Social Issues through Our Business
As part of its Purpose, NEC declares its intention to create the social values of safety, security, fairness and efficiency through its 
business activities. The SDGs pledge that “no one will be left behind” is aligned with the NEC Purpose, to “promote a more 
sustainable world where everyone has the chance to reach their full potential.”
In order to fulfill our Purpose, we have put together the NEC 2030VISION as a compass to indicate the direction and path for NEC 
to follow. By following the NEC 2030VISION, not only will we improve our financial performance, but we will also manage and 
create businesses that generate positive social and environmental impacts.
NEC 2030VISION
Strengthen Risk Management and Enforce Compliance
In order to act in accordance with our Principles, which advocate for “uncompromising integrity and respect for human rights,” 
we make sure to conduct our business activities with the highest priority given to thorough risk management and compliance 
that is mindful not only of employees but also of customers and society. Moreover, the opening statement to the NEC Group 
Code of Conduct calls for us to act in good faith based on high ethical standards. In 2005, NEC became a signatory to the 
United Nations Global Compact, which requires corporate activities to be conducted based on the Ten Principles of the UN 
Global Compact, pertaining to the four fields of human rights, labour, the environment, and anti-corruption. As part of this 
effort, NEC conducts regular self-assessments of its activities to ensure it stays true to this requirement.
Promote Communication with Stakeholders
Dialogue and co-creation with a variety of stakeholders are important processes for learning about the issues that matter to 
our customers and society, about what is expected of us, and for building relationships of trust. Our commitment to promoting 
dialogue and co-creation with stakeholders is embedded in the concept of “orchestration” as stated in our Purpose, 
“Orchestrating a brighter world,” within the NEC Way. This commitment also helps fulfill SDG 17, “Partnerships for the goals.”
Our Journey toward Management for Sustainability
NEC’s story starts in 1899, when the Company was established as Japan’s first joint venture with a foreign company. Founder 
Kunihiko Iwadare created a company aiming to provide customers with world-class products, and to take responsibility for 
them through after-sales services. With these goals in mind, NEC began providing telecommunications equipment such as 
telephones and switching systems under the motto, “Better Products, Better Services.”
Later, in the 1950s, the Company began working on the development of computers. In 1977, at the INTELCOM 77 international 
communications expo held in the U.S. city of Atlanta, then-chairman of NEC Koji Kobayashi presented a new concept, “C&C,” 
referring to the integration of computers and communications.
At that time, President Kobayashi talked about NEC’s vision for C&C, as follows:
Vision for C&C
“If I am asked about my vision for communications in the future, I can see a world where any and all individuals are   
able to communicate with each other at any time, at any place on the earth, in the early days of the next century. 
Assuming that this comes true, all technology, communications, computers, and televisions will be, and should be,  
integrated. And, therefore, it is important to help developing countries to be able to participate in such a world 
telecommunications system.”
This vision has been technologically realized today in our age of widespread computers, mobile phones, and the internet. The 
ambition to enable people around the world to be able to connect anytime, anywhere, and with anyone aligns with the 
aspiration of the SDGs adopted by 193 United Nations member countries in 2015 to “leave no one behind.” The issue is now 
being addressed throughout the world.
As the value expected of NEC by customers and society changed from our tangible technologies and products to the 
intangible creation of value, in 2013, we responded under the Mid-term Management Plan 2015 by declaring our intention to 
transform into a Social Value Innovator, creating value for society. The following year, in 2014, we announced our brand 
statement, “Orchestrating a brighter world.” In 2019, we marked our 120th anniversary by reorganizing the structure of the 
NEC Way, now over 10 years old. On this occasion, we reflected the changes and demands of society and reformed it to guide 
the actions of each individual, from officers to employees. Announced in April 2020 following a resolution by the Board of 
Directors, the NEC Way presents the connections between the Company’s Purpose, its Principles and each individual in a 
clear, simple way.
1899
1977
2013
2020
NEC Way
2025
 
Transformation into a Social Value Innovator
C&C Announced
The Integration of Computers and 
Announcement of C&C at INTELCOM 77
Establishment of Nippon Electric Company
The Founding Spirit of
 “Better Products, Better Services”
 
 
 
 
Founder: Kunihiko Iwadare
NEC 2030VISION
In May 2021, we formulated the Mid-term 
Management Plan 2025, a ﬁve-year plan to 
achieve the NEC Way and the NEC 
2030VISION. Under this plan, we are 
promoting purpose-driven management with 
strategy and culture positioned as one.
To mark the 120th anniversary of our founding, 
we revised the NEC Way.
As the value expected by customers and 
society changed from our tangible 
technologies and products to the intangible 
creation of value, we responded under the 
Mid-term Management Plan 2015 by 
declaring our intention to transform into a 
Social Value Innovator.
The aspiration of enabling people throughout the 
world to connect anytime, anywhere, and with 
anyone, is aligned with the SDGs aspiration to 
“leave no one behind.”
Create customer satisfaction and pleasure 
by consistently providing better products 
and services.
Mid-term Management Plan 2025 
Seize the Future Together
Life
Society
Environment
Communications

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
3
Management for Sustainability
Management Implementation Framework for Sustainability
Management Implementation Framework for Sustainability
GRI 
2-12
2-13
2-14
2-17
2-18
NEC’s management for sustainability is promoted through close collaboration among corporate organizations such as the 
Corporate Strategy, IR, Human Resources, General Affairs, Human Resource Development, Compliance, Management 
Information Systems, Environment, Customer Service, Quality Assurance, Procurement, and Communications divisions, as 
well as business divisions, and Group companies around the world (see table at right). We also undertake initiatives in 
collaboration with business partners.
Key matters for promoting management for sustainability are discussed by corporate officers and managers of related 
divisions via the Executive Committee, the Business Progress Committee and the Risk Control and Compliance Committee.
Matters discussed or approved by these entities are periodically reported to the Board of Directors via the officer in charge of 
sustainability promotion. The Board then monitors these matters after they are reported. Further, Companywide 
organizational development and human resource development, based on practical implementation of the NEC Way, and 
priority management themes from an ESG perspective—materiality—are clearly stated in the job descriptions of all internal 
directors. These factors have also been incorporated into the key performance indicators used to evaluate officers. In such 
ways, we are advancing sustainability initiatives.
The CFO and the officers in charge of promoting sustainability have established the Sustainability Advisory Committee to 
consult with external sustainability experts.
NEC’s Management Implementation Framework for Sustainability 
Sustainability Advisory Committee
GRI
2-29
In fiscal 2022, the Sustainability Advisory Committee was newly established to promote management for sustainability as a 
means to improve corporate and social value. The CFO and the officers in charge of promoting sustainability hold regular 
high-level discussions with external sustainability experts with the goal of confirming the direction of the Company and 
improving its efforts in an era of high uncertainty and rapid change.
Events to Date
1st - Feb. 2022:	 Understanding Global Trends in Climate Change and the Risks and Opportunities for NEC
2nd - May 2022:	The Progress of Sustainability Promotion and Our Response to the Human Rights Risks under Purpose-
driven Management
3rd - Feb. 2023:	 Emphases for NEC and its Businesses to Achieve a Nature Positive Mindset
4th - May 2023:	 Transforming Sustainability into Growth Opportunities
The following three experts are committee members.
Peter David Pedersen (Chair)
Co-Founder, Next Leaders’ Initiative for Sustainability (NELIS)
Professor, Graduate School of Leadership and Innovation, Shizenkan University
Chairman, Transagent Co., Ltd.
Outside Director, Marui Group
Independent Outside Member of the Board, Meiji Holdings Co., Ltd.
Masaru Arai
Chair of the Japan Sustainable Investment Forum (JSIF)
Senior engagement consultant at Federated Hermes EOS 
Member of the FTSE Russell ESG Advisory Committee
Member of the FTSE Russell Sustainable Investment Advisory Committee 
Former board member of the United Nations-supported Principles for Responsible Investment
Asako Nagai
Managing Director at Business for Social Responsibility (BSR)
Sustainability Advisory Committee Member Profiles
Corporate
Organizations
(NEC Corporation 
and subsidiaries)
Stakeholder Relations Department
Sustainability Strategy Planning Oﬃce
Corporate Strategy Division
 
CHRO1
CFO
CFO
CRO5
CLCO2
Human resources 
management
Corporate governance,  
compliance and 
risk management
CSCO4
CFO3
Promote to strengthen proﬁt and 
non-proﬁt （ESG) management
 
Promote environmental 
management,
supply chain sustainability
Board of Directors
Executive Committee
Business Progress Committee
Risk Control and Compliance Committee
1. Chief Human Resources Oﬃcer
2. Chief Legal and Compliance Oﬃcer
3. Chief Financial Oﬃcer
4. Chief Supply-chain Oﬃcer
5. Chief Risk Oﬃcer
Report
Propose / Report
Cooperation
Report
Instruction
Cooperation
Supervise
Decide / Instruct
Inquire
Sustainability
Advisory Committee
Business units,
NEC group 
subsidiaries

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
4
Management for Sustainability
Participation in International Initiatives
GRI
2-28
NEC is taking part in a variety of initiatives in pursuit of its goal to help achieve the SDGs and create a sustainable society.
United Nations Global Compact (UNGC)
Has been a participant since 2005
World Economic Forum (WEF)
Has been a member of World Economic Forum engagement since 2017
SBTi
Has committed to setting greenhouse gas emissions as SBTs since 2017, with targets certified as at the “SBT 1.5°C level”  
in May 2021
Task Force on Climate-related Financial Disclosures (TCFD)
Endorsed in 2018
RE100
Joined in May 2021
Business Ambition for 1.5°C
Became a signatory in September 2021
Taskforce on Nature-related Financial Disclosures (TNFD)
Has participated as a forum member since March 2022
SBT for Nature
Has participated as a Corporate Engagement Program member since March 2022
The Climate Pledge
Became a signatory in September 2022
Women’s Empowerment Principles (WEPs)
Became a signatory in April 2023
30% Club Japan
Joined in October 2020
Business for Social Responsibility (BSR)
Became a member in 2020, and is taking part in the Human Rights Working Group
The Valuable 500
Became a signatory in 2019

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
5
Dialogue and Co-creation with Our Stakeholders
GRI
2-6
2-28
2-29
413-1
Values are constantly changing for our customers and society. To supply products and services that deliver real value, NEC needs to incorporate processes for dialogue and co-creation with stakeholders into its corporate activities.
Our commitment to promoting dialogue and co-creation with stakeholders is embedded in the concept of “Orchestrating” as stated in our Purpose, “Orchestrating a brighter world” within the NEC Way. 
The following are examples of the main dialogue and co-creation that we conducted in fiscal 2023.
Themes and objectives
Communication method
Reference
Customers
• Contribution to resolving social issues through 
business activities
• Customer satisfaction (CS) activities aligned to 
customer characteristics
• Disclosure of appropriate information about products 
and services
• Sales activities 
• CS activities
• Established NEC Customer Communication Centers 
• Advertising, PR
• Holding of NEC Visionary Week
Implementation Examples (Contributions to SDGs, 
Environmental Solutions Website (Japanese only))
NEC’s Customer Satisfaction Enhancement Activities
 Customer Relationship Management 
Advertising
Shareholders and 
investors
• Timely, appropriate provision of information
• Promotion of understanding of the Company, 
acquisition of feedback from capital markets
• ESG activity reports and exchanges of opinions
• Financial results presentation meeting (quarterly) 
• General Meeting of Shareholders (annually)
• NEC IR Day
• Briefing on ESG
• NEC Innovation Day
• Individual meetings with analysts 
• Sustainability Advisory Committee
Financial Documents
Briefing on ESG
 Sustainability Advisory Committee 
Business partners
• Strengthening of partnerships
• Construction of better supply chains
• Fair procurement activities
• Implementation of Guidelines for Responsible Business Conduct in Supply Chains
• Partner exchange meetings 
• Policy briefings
• Document check
• Supplier Visit Records (SVRs)*
• Compliance Hotline 
 Supply Chain Management 
 Respecting Human Rights 
Employees
• Understanding the status of employee engagement
• Exchange of opinions between employees and 
management
• Human resource development and evaluation
• Promoting appropriate treatment and occupational 
health and safety
• One NEC Survey (annual)
• Pulse Survey (every three months)
• The NEC Way Day 
• Town hall meetings with the NEC president 
• One-on-one meetings between supervisors and team members (monthly)
• Health and safety committees
• Labour-management councils
 Environmental Management 
 Securing and Retaining Employees and Labour Practices 
 Occupational Health and Safety 
United Nations 
and international 
institutions, 
national and local 
governments
• Sustainable growth of society and companies
• Sustainable development of international society and 
contribution to the SDGs
• Compliance with laws and regulations
• Participation in global initiatives to enhance sustainability
• Public-private sector collaboration projects
• Policy declarations
Message from the President and CEO
 Participation in International Initiatives 
 Environmental Management 
NEC Initiatives for Contributing to the Achievement of  
the SDGs
Co-creation with international organizations
NPOs and NGOs, 
civil society
• Understanding feedback from society
• Co-existence with local communities
• Development of young social entrepreneurs
• Sustainability Advisory Committee
• Collaboration with international NPOs and NGOs
• NEC Make-a-Difference Drive corporate citizenship activity
• NEC Social Entrepreneurship School 
• NEC Pro Bono Initiative
 Sustainability Advisory Committee 
 Corporate Citizenship Activities 
Students
• Understanding feedback from society
• Supporting the learning of the next generation
• NEC Future Creation Program 
• e-Net-Caravan
NEC CAREERS (Japanese only)
 Inclusion and Diversity 
* Initiatives to inspect sustainable procurement requirements during routine visits to suppliers and accumulate records
Dialogue and Co-creation with Our Stakeholders

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
6
Materiality (Priority Management Themes from an ESG Perspective)
Approach to Materiality
GRI
2-17
3-2
“Materiality” refers to priority management themes from an ESG perspective. We identify materiality from the perspective of 
risks and opportunities, referring to global guidelines in considering the impact of our materiality on both NEC and society 
through dialogue with experts and stakeholder representatives in various fields.
A part of our financial strategies in the Mid-term Management Plan 2025 involves identifying and implementing initiatives to 
address seven priority management themes to strengthen the non-financial foundation that encompasses ESG and underpins 
the sustainable growth of companies and society.
In fiscal 2024, we have further clarified our approach to increasing corporate value by addressing ESG issues in an integrated 
manner to both reduce risks and generate growth and opportunities. We positioned our seven priority management themes as 
our “Fundamental Materiality” with the objective of reducing risk and increasing our growth rate. The social and environmental 
themes to be created by the growth businesses in the Mid-Term Management Plan 2025 and the next pillar of growth 
businesses have been organized into five themes as “Growth Materiality” to create growth/opportunities and improve the 
growth rate.
Corporate Value Formula and Materiality
The chart below contains a matrix showing the positioning and objectives of our Growth Materiality and Fundamental 
Materiality through the lens of our formula for calculating corporate value. We will promote businesses with significant social, 
environmental and economic value by addressing our Fundamental and Growth Materialities while aiming for continuous 
inclusion in major ESG indices.
The job descriptions of inside directors and relevant officers clearly task them with addressing materiality, which is also a 
component of the key performance indicators used to evaluate the performance and effectiveness of officers. In addition, we 
will employ evaluations and feedback from various stakeholders obtained through ESG surveys, direct dialogue and other 
channels to structure a robust and resilient financial and non-financial base over the medium to long term.
External Ratings and Evaluations (Inclusion in ESG Indices)
E
S
G
Risk Reduction and Opportunities
Growth Materiality
Opportunities
Corporate Value =
Free Cash Flows
Capital Costs  － Growth 
Rate
Fundamental Materiality
- A Society That Enables Well-being through the Digitalization of Government and Financial Institutions
- Stress-free Communication with Low Environmental Impact
- Transforming Society and Industry with the Power of Digital Technology
- Living Freely in Our New Era of Healthcare and Life Science
- Driving Carbon Neutrality for Our Customers and Society
-Environmental Action with a 
Particular Focus on Climate Change 
(Decarbonization)
-Security to Maximize ICT Possibilities
-Provision and Utilization of AI with 
Respect for Human Rights as the 
Highest Priority (AI and Human Rights）
-Diverse Human Resource Development 
and Cultural Transformation
-Corporate Governance
-Supply Chain Sustainability
-Compliance

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
7
Materiality (Priority Management Themes from an ESG Perspective)
Continuously Improve Non-Financial Measures to Maximize Financial Impact
In line with the Mid-Term Management Plan 2025 goal of continuous inclusion in major ESG indices, we continued to be 
included in the Dow Jones Sustainability Indices (DJSI) and the FTSE4Good Index Series in fiscal 2023. Risk management is a 
focus of evaluation for many ESG indices, so we recognize the insufficiency of indicators for evaluating initiatives linking ESG 
and sustainability with opportunities and growth. In addition, we cannot measure the direct impact of non-financial initiatives 
on financial performance.
Accordingly, in fiscal 2022 we conducted analyses in collaboration with ABeam Consulting Ltd. that clarified the particularly 
strong correlation between human capital and price book ratio. We then carried out a causal analysis of our initiatives that 
clearly showed their causal relationships with an improved engagement score, one of the KPIs of the Mid-term Management 
Plan 2025, in order to confirm and improve the effectiveness of measures related to human capital in fiscal 2023.
The chart below shows the results of an engagement survey of all NEC employees, categorized with reference to the “three 
perspectives and five common factors in human resources strategy” in ITO Report for Human Capital Management. The chart 
summarizes the causal relationships that affect engagement scores, and the results from analyzing the structure and degree of 
impact using NEC’s unique causal analysis solutions. We realized that for NEC, engagement score causality originates from two 
points: the organizational perspective of “Strengthen the link between a human capital strategy and a business strategy” and 
the individual perspective of “Motivate employees to re-skill themselves.” In addition, we found that the impact path is 
connected from these starting points to “Nurture transformational corporate culture,” “Embrace diversity and inclusion of 
employees’ knowledge and experience,” “Environment that inspires productivity,” and “Engagement score.”
Causal analysis of NEC’s human capital management initiatives and engagement scores
The results were aligned with NEC’s longstanding goal of coexistence between the NEC Way and My Way (that of  
each individual).
At the same time, our analysis was unable to confirm a causal relationship between “Build a dynamic talent portfolio” and 
“Engagement score.”
We look forward to confirming causal structures by introducing measures such as a role-based remuneration system that 
provides well-balanced treatment.
Our analysis was unable to confirm financial impact. However, we remain committed to the cycle of confirming and improving 
the effectiveness of non-financial measures to identify and allocate appropriate investment to non-financial initiatives that 
support increased corporate value. 
・I want to tell people what a great company 
I work for
・I feel inspired to do my best in my job
・I am encouraged to contribute more than 
is required to get the job done
Engagement score
Organi-
zations
・Support for the upskilling of employees
・Work opportunities to improve skills
・Development of employees who are open to change
Motivate employees to re-skill themselves
Indi-
viduals
0.29
0.87
0.20
0.41
0.72
0.57
0.53
0.41
0.24
・Upper management is open and honest
・Upper management is approachable
・Full of dreams and excitement about the company's future
Nurture transformational 
corporate culture
・Leverage business processes to boost productivity
・Leverage company tools and technologies to boost productivity
Environment that inspires 
productivity
・Appropriate promotion and advancement
・Keeping needed talent 
・Hiring needed talent
Build a dynamic talent portfolio
・Take on new challenges
・Diverse backgrounds and perspectives
・Present opinions that diﬀer from the supervisor's
Embrace diversity and inclusion of 
employees’ knowledge & experience
・Upper management provides clear direction
・Upper management takes appropriate actions
・An organizational structure is in place to achieve company goals
Strengthen the link between a human 
capital strategy and a business strategy
1. See “Three perspectives and five common factors essential for a human capital strategy” in ITO Report for Human Capital Management, published by Japan’s Ministry of Economy, Trade and Industry.
2. Analyzed with NEC’s AI-driven causal analysis.

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
8
Evolution of the Definition Process
GRI
3-1
NEC defined its materiality in fiscal 2019 and first redefined it in fiscal 2021. We redefined our current materiality in fiscal 2022 
upon reformulating the Mid-term Management Plan 2025. We complemented Fundamental Materiality with Growth Materiality, 
which is focused on generating growth and opportunities.
This materiality was determined with reference to ISO 26000, the GRI Standards, the principles of the UN Global Compact, the 
SDGs and the SASB Materiality Map, among others, and through dialogue with experts in various fields and with 
representative stakeholders.
Fiscal 2019—Defining Our Materiality
In fiscal 2019, we defined our materiality. When doing so, we were highly mindful of our dialogue with experts in a variety of 
fields and with representative stakeholders, as well as the connection it would have with our mid-term management plan. As 
a first step, we created a list of social issues that could potentially be priority themes, with reference to global guidelines and 
taking into account NEC’s particular business characteristics. We then conducted a survey of employees to determine the 
impact NEC could have on these issues, and what impact these issues would have on NEC. We then drew up a materiality 
matrix that centered on these impacts and the importance of these social issues. After this process, we highlighted issues that 
had a high level of importance, and therefore a high level of impact, on both NEC and society and tentatively defined these 
issues as materiality—themes that NEC should tackle with a high priority. In addition, we consulted with external experts 
regarding this approach.
  
After doing so, we set non-financial indicators to measure the progress of our materiality initiatives, aiming to best quantify 
outcomes in terms of the level of positive value provided to society. We also engaged in dialogue with external experts at this 
stage in order to organize our materiality, after which the materiality and the corresponding indicators were reported to the 
Board of Directors, which then decided upon them.
Definition Process for Fiscal 2019 Materiality
 “Sustainability Management” on page 3 of Sustainability Report 2018
Fiscal 2021—Redefining Our Materiality
In 2020, we revised the NEC Way, a common set of values that form the basis for how the entire NEC Group conducts itself. In 
keeping with this change, we removed “Dialogue and Co-Creation with Our Stakeholders,” “Innovation Management,” and 
“Governance and Compliance” as materiality, as these were incorporated into the NEC Way. The six remaining themes were 
reported as materiality to the Board of Directors, which then decided upon them.
   
Materiality Reset in Fiscal 2021
 “Priority Management Themes from an ESG Perspective—Materiality” on page 8 of Sustainability Report 2020
Fiscal 2022—Reviewing Our Materiality
We reviewed the materiality set in the Mid-term Management Plan 2025 based on the materiality defined in fiscal 2019. This 
review was conducted in light of changes in the business environment and social demand, after holding workshops for 
managers of growth businesses under the Mid-term Management Plan 2025 to examine the social and environmental value 
created by their businesses, and after dialogue with external experts. Materiality was then defined according to the 
following criteria.
• Non-financial (ESG/future financial) management foundation themes that have a significant positive or negative impact on 
society and the environment, as well as on the Company
• Themes where progress can be measured or visualized from a social or environmental perspective
As a result, we decided to exclude the two themes categorized under “2020 Growth Focus to Create Social Value,” which are 
both business themes, and to continue to work on the four themes categorized under “Sustainable Growth Enablers.” 
Furthermore, at the aforementioned workshops held for managers of growth businesses under the Mid-term Management 
Plan 2025 to examine the social and environmental value created by their businesses, it was confirmed that “corporate 
governance,” “supply chain sustainability,” and “compliance” are also essential themes for promoting businesses with high 
social and public value, and for gaining the trust of society. Accordingly, the seven themes on the following page were 
reported to the Board of Directors as materiality for the Mid-term Management Plan 2025.
Fiscal 2024: Studies to Review Materiality
NEC believes that in addition to reducing risk, ESG drives the generation of growth and opportunities. As such, we expect to 
increase corporate value by integrating and managing these two aspects of ESG.
Therefore, in fiscal 2024 we drew up a matrix of the growth businesses and future growth businesses of the Mid-term 
Management Plan 2025 from which we intend to generate social value and our Growth Materiality, which will generate growth 
and opportunities and increase our growth rate. In addition, we positioned the seven priority management themes as our 
Fundamental Materiality with the goal of reducing risk and improving our growth rate. We will further strengthen management 
that integrates financial and non-financial issues, centered on our Growth and Fundamental Materialities.
Materiality (Priority Management Themes from an ESG Perspective)

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
9
Materiality (Priority Management Themes from an ESG Perspective)
Initiatives to Address Growth Materiality
A Society that Enables Well-being through the Digitalization of Government and Financial Institutions (DG/DF)
Living Freely in Our New Era of Healthcare and Life Science 
We will build an infrastructure that enables highly transparent and fair use of government and financial services 
and ensures that said services are customer-centered and tailored to the needs of each individual through the use 
of extremely reliable digital technology.
We will achieve advanced personalized treatment, comprehensive medical services, and lifestyle support, 
promoting new business development with AI and image recognition technology.
Stress-free Communication with Low Environmental Impact (Global 5G) 
Driving Carbon Neutrality for Our Customers and Society 
We will enable a wide range of entities —from individuals to businesses and government agencies— to make 
extensive use of information, leading to richer and brighter lives for everyone, anywhere, at all times by 
implementing high-speed, high-capacity, low-latency telecommunications environments that support enhanced 
access to information, new DX services, and disaster prevention.
We will contribute to carbon neutrality throughout society by supporting our customers’ decarbonization efforts, 
including initiatives within manufacturing supply chains, with digital technologies such as IT networks and AI.
Transforming Society and Industry with the Power of Digital Technology (Core DX) 
Targets and progress of Growth Materiality are identical to those of the growth businesses under the Mid-term Management  
Plan 2025.
 Mid-term Management Plan 2025
 Fiscal Results for the Fiscal Year Ended March 31, 2023 (See page 23)
We will promote digital transformation in both society and industry by leveraging our technological strengths in AI, 
biometrics, and security, as well as our abundant expertise in human resources in areas such as cloud services, 
agile development, and data science.
Initiatives to Address Fundamental Materiality
GRI
3-2
3-3
Targets and Progress of Fundamental Materiality under the Mid-term Management Plan 2025
Materiality
KPIs for fiscal 2026
Results for fiscal 2023
Environmental Action with a Particular Focus on Climate Change 
(Decarbonization)
• 25.0% reduction in Scope 1 and Scope 2 CO2 emissions (compared with fiscal 
2021) 1 to achieve carbon neutrality by 2040 
• Approximately 21.0% reduction in Scope 1 and Scope 2 CO2 emissions 
(compared with fiscal 2021)
Security to Maximize ICT Possibilities
• Three times the number of internationally certified personnel (compared 
with fiscal 2021) 1
• More than 300 internationally certified personnel, double the number in 
fiscal 2021
Provision and Utilization of AI with Respect for Human Rights as the Highest 
Priority (AI and Human Rights)
• Application of the NEC Group AI and Human Rights Principles
• Application of the NEC Group AI and Human Rights Principles
Diverse Human Resource Development and Cultural Transformation
• Engagement score: 50% 
• Ratio of female managers to all managers: 20%
Ratio of female and non-Japanese officers2 to all officers: 20%4
• Engagement score: 36% 
• Ratio of female managers to all managers: 8.0%,
Ratio of female and non-Japanese officers
3 to all officers: 9.4%
4
Corporate Governance
• Increase sophistication of governance by transitioning to a company with a 
Nomination Committee, etc., with a majority of independent outside 
directors5
• Considered changing organizational design5
Supply Chain Sustainability
• Suppliers agreeing to the Procurement Guidelines: 75%6
• Suppliers who have agreed to the Procurement Guidelines: 83%6
Compliance
• Zero cases of serious involvement with cartels and/or bid-rigging
• Zero cases of serious involvement with cartels and/or bid-rigging
1. Target increased in fiscal 2024.
2. Directors, executive officers, corporate senior executive vice presidents, corporate executive vice presidents and corporate senior vice presidents of the Company as of March 31, 2026 (including executive officers, corporate senior executive vice presidents, corporate executive vice presidents and corporate 
senior vice presidents determined during fiscal 2026 and transferred as of April 1, 2026).
3. Company directors, Audit and Supervisory Board members, and executive officers as of March 31, 2023.
4. The actual ratio of female managers to all managers and the ratio of female and non-Japanese officers to all officers for the Company as of March 31, 2023. As of April 1, 2023, the ratio of female managers to all managers was 8.9%, and the ratio of female and non-Japanese officers (directors, Audit and 
Supervisory Board members, executive officers, corporate senior executive vice presidents, corporate executive vice presidents and corporate senior vice presidents) to all officers was 14.8%.
5. These KPIs were determined along with other FY2026 KPIs when the Mid-term Management Plan 2025 was announced, but quantitative details were not disclosed until the information on changes in organizational design were announced.
6. Percentage based on procurement amount.

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
10
Materiality (Priority Management Themes from an ESG Perspective)
Details of Initiatives for Fundamental Materiality
Environmental Action with a Particular Focus on Climate Change (Decarbonization)
In October 2018, NEC received “SBT well below 2°C” certification for its goal of reducing CO2 emissions by 33% by fiscal 2031 
(compared to fiscal 2018. Scope 1 and 2 total absolute values). Furthermore, in May 2021, we raised the target levels of Scope 
1 and 2, and were certified as “SBT 1.5°C” with the goal of strengthening our reduction target to 55% by 2030. In 2022, we also 
signed The Climate Pledge, which aims to achieve net zero carbon emissions by 2040. As in fiscal 2022, during fiscal 2023 we 
implemented thorough energy conservation and expanded our use of renewable energy.
 Climate Change 
Security to Maximize ICT Possibilities
We aim to minimize the effects of major security incidents by ensuring that we enhance cyber security measures while also 
strengthening information security, and provide products, systems and services that incorporate security measures and case 
studies taken from the NEC Group’s own information security practices as a reference to realize a secure information society.
Moreover, one of our responsibilities regarding social infrastructure is reinforcing the development of information security 
professionals to protect the information assets entrusted to us by our customers and business partners as well as the Group’s 
own information assets.
As part of this effort, we are increasing the number of people recognized as Certified Information Systems Security 
Professionals by the International Information System Security Certification Consortium (ISC)2 of the United States.
 Information Security and Cyber Security 
Provision and Utilization of AI with Respect for Human Rights as the Highest Priority (AI and Human Rights)
In accordance with the NEC Group AI and Human Rights Principles, NEC is committed to the following three initiatives:
1. Ensure that all products and services are implemented and utilized by NEC, customers, and partners appropriately
2. Continue to develop advanced technology and talent to further promote AI utilization, with respect for human rights as the 
highest priority
3. Promote engagement and collaboration with a range of stakeholders in using AI
In addition, we apply this policy with the objective of strengthening AI governance based on trends in laws and regulations in 
Japan and abroad, and maintaining dialogue with various stakeholders.
 AI and Human Rights 
Diverse Human Resource Development and Cultural Transformation
Based on the NEC Way and our HR Policy, “transformation of people and culture” is a tenet of the Mid-term Management 
Plan 2025.
We will accelerate diversity, which is the source of innovation, and implement workstyle reforms that support the working 
styles of diverse talent.
 Inclusion and Diversity 
 Human Resource Development 
 Securing and Retaining Employees and Labour Practices 
Corporate Governance
To continuously create social value and maximize corporate value, we promote corporate governance based on the following 
basic policies.
1. Assurance of transparent and sound management
2. Realization of prompt decision-making and business execution
3. Clarification of accountability
4. Timely, appropriate and fair disclosure of information
 Corporate Governance 
Supply Chain Sustainability
NEC endeavors to work not only within itself, but also through collaboration and co-creation with suppliers to conduct 
business while giving full attention to its impacts on the environment and society as a whole. We believe this enables us to 
gain the trust of society and contribute to the creation of sustainable social value.
We will continue to promote activities to ensure that all suppliers are aware of the Guidelines for Responsible Business 
Conduct in Supply Chains and submit declarations pledging to uphold its contents.
 Supply Chain Management 
Compliance
In order for NEC to continue to be a company society trusts as a Social Value Innovator, it must uphold its Principle of 
“uncompromising integrity and respect for human rights.” Above all, the practice of compliance is an essential initiative for 
earning the trust of society as a Social Value Innovator.
All officers and employees have signed the Statement of Agreement for the NEC Group Code of Conduct. Each and every one 
of us recognizes compliance as a personal matter and acts in accordance with the code every day.
 Compliance

NEC ESG Databook 2023
Management for 
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Environment
Social
Governance
Appendices and Data
11
Environmental Management
Policies and Long-Term Guidelines for Environmental Initiatives
Policy
As part of its corporate social responsibility activities, NEC engages in environmental management. NEC seeks to reduce 
environmental burdens across society by providing environmentally friendly products and services, as well as reducing the 
environmental burden of its own business activities, by conserving energy at its facilities and at the transportation stage, and 
by reducing the chemical substances it uses. Also, to promote environment-oriented management Groupwide—including 
NEC on a non-consolidated basis, affiliated companies, production bases and research facilities—the Company has established 
the NEC Environmental Policy, which sets out action guidelines. Moreover, we rigorously ensure that all actions of employees 
and corporate officers comply with this policy. 
Furthermore, we require all suppliers, contractors and other stakeholders engaged in our supply chains to behave in a manner 
consistent with relevant guidelines and agreements while considering the environment.
Position of Environmental Management
At NEC, we have set medium- and long-term environmental targets based on the NEC Way that align with trends both inside 
and outside the Company. With the aim of being carbon neutral by 2040, we are currently defining specific activities for the 
NEC Eco Action Plan 2025, a five-year plan from fiscal 2022 through fiscal 2026, and are encouraging all of our employees to 
take action.
Course of Action for Climate Change Toward 2050
In 2017, we formulated the Course of Action for Climate Change Toward 2050 as our long-term stance on climate change.  
This policy has four quadrants for mitigating and adapting to climate change, and expresses NEC’s ambition to co-create a 
sustainable society with customers and reinforce its business foundation to make it more sustainable.
NEC has joined The Climate Pledge
6 climate change initiative to accelerate its carbon neutral programs, and has moved its 
target for achieving carbon neutrality up to 2040. Accordingly, the contents of the Course of Action for Climate Change Toward 
2050 have been reinterpreted as the Action Guidelines on Climate Change toward 2040.
6. An initiative launched jointly by Amazon and Global Optimism in 2019. It is a pledge to target carbon neutrality by 2040—10 years earlier than the 
Paris Agreement—through cooperation among companies, organizations and individuals to address climate change issues and promote 
decarbonization of the economy. 
I. Building a sustainable management foundation
To reduce CO2 emissions from our supply chains to zero, we are taking steps to improve the energy efficiency of our products 
and working with our suppliers to reduce their CO2 emissions. In addition, we are advancing measures to counter risks 
throughout our supply chains by mitigating the impact of climate change.
• Aiming for zero CO2 emissions from our supply chains
• Implementing strict countermeasures against climate change risks in our supply chains
II. Achieving a sustainable society through collaboration 
Through the provision of ICT solutions, NEC helps its customers and society reduce CO2 emissions. We aim to realize a safe 
and secure society by supporting preparations for disasters, and predicting and forecasting potential natural disasters.
• Realizing a low-carbon society as a goal for the planet
• Realizing a safe, secure society that is resilient to climate change risks
 
 
 
NEC Way
TCP2
RE100 3
SBT 1.5°C 4
NEC 2030VISION
Mid-term Management
Plan 2025 (ﬁscal 2022 to ﬁscal 2026)
Environmental Policy
Course of Action for Climate Change Toward 20505
NEC Environmental Targets 2030
NEC Eco Action Plan 2025
Speciﬁc environmental actions by
individual employees
Integration
Integration
Integration
Medium-term issues
Progress evaluation
Expand to each organization’s
targets/measures
Compilation of results
Promote environmental
activities in daily operations
Conﬁrm status of 
activities
BA1.5°C1
1. Business Ambition for 1.5°C
2. The Climate Pledge (see note 6 below)
3. An international initiative in which companies aim to use 100% 
renewable energy to produce the electricity used in their own 
businesses
4. Science Based Targets. Greenhouse gas (GHG) emission 
reduction targets set by companies with 5- to 15-year timelines 
that align with levels outlined in the Paris Agreement
5. We have moved our carbon neutral target up to 2040 because 
we have joined The Climate Pledge (see note 6 below). 
Accordingly, the contents of the Course of Action for Climate 
Change have been reinterpreted as the Action Guidelines on 
Climate Change toward 2040.
Action on activity targets and measures, promotion of
activities by each business unit and Group company
NEC Environmental Policy
NEC views the operation of business in harmony with the environment as one of its top priority issues and is committed 
to reducing the environmental impact of the entire global supply chain and contributing to a sustainable society.
1. We will create social value focused on delivering ICT solutions and services leveraging advanced technologies to 
contribute to their adaptation, and we will contribute to the reduction of the environmental burden on customers 
and the global environment and to the mitigation of the impacts of climate change.
2. We will assess the environmental impact throughout the entire lifecycle of ICT solutions and service development 
with considerations for reducing environmental burden.
3. We will comply with environmental laws and regulations associated with our business activities, honor agreements 
with stakeholders, and strive to conserve energy, save resources, and prevent environmental pollution caused by 
chemical substances and waste throughout the entire supply chain.
4. We will prioritize the procurement of environmentally friendly hardware, software and services.
5. We will disclose environmental information regarding our business activities, ICT solutions and services to  
our stakeholders.
6. We will raise the environmental awareness of each and every one of our employees worldwide and contribute to  
the conservation of the global environment through the promotion of climate change action, resource circulation 
and biodiversity.
7. We will strive to improve our environmental management system with environmental targets and conduct periodic 
reviews to realize continual improvement.

NEC ESG Databook 2023
Management for 
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Environment
Social
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Appendices and Data
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Environmental Management System
Environment-oriented Management Implementation Framework
NEC has put into place a system for advancing environmental management that contributes to the creation of a sustainable 
society through business activities that consider the environment. NEC has also formulated and implemented rules for 
environmental management to clarify the roles, responsibilities, and authorities of each organization that puts environmental 
management into practice.
Discussions are held regarding strategies and the impact of important environmental issues, including climate change, on 
business execution at the Executive Committee or at the Business Strategy Council (consisting of executive officers, among 
others), both of which discuss management issues at NEC. Matters to be discussed by the Executive Committee or by the 
Business Strategy Council are debated beforehand by the environmental management committees in each business unit, as well 
as by special sub-groups for each topic, and depending on their importance, matters are also deliberated on by the 
Environmental Management Promotion Council, which comprises managers in charge of the environment in each business unit. 
Matters that have a significant impact on NEC’s operations are discussed by the Board of Directors. Each business unit has 
established environment-oriented management committees and a system for specific measures to be carried out by its 
divisions, affiliated companies, and subsidiaries of NEC throughout the world. By forming specific action plans based on the 
environmental strategy devised by the Executive Committee or by the Business Strategy Council, and the Board of Directors, 
we can implement consistent environment-oriented management throughout NEC.
* Digital Government/Digital Financial Institutions
Environmental Audit and ISO 14001 Inspection
NEC has established a Groupwide environmental management system based on ISO 14001.
Each Group company conducts in-house environmental audits while the Environment and Total Quality Management 
Department conducts audits of environment-oriented management. The latter audits are conducted by specialized auditors, 
including certified ISO 14001 auditors. Audits of environment-oriented management particularly focus on the relationship 
between each division’s operations and environmental strategy, the progress of environmentally considerate product 
development, environmental impact reduction, risk management and monitoring of overall environmental activities such as 
ISO 14001 conformance, including examination of the effectiveness of the internal environmental audits.
The results of these audits are verified through ISO 14001 audits undertaken by an external investigative body.
ISO 14001: 2015 Certification (As of April 2023)
 NEC Group Companies List with ISO 14001 
Certification
 ISO 14001 Certification Registrations in the 
NEC Group
Environmental Auditor Training
NEC provides environmental auditors with annual classroom training in areas that include legal revisions and audit policies. Our 
auditor training, which is designed to improve the quality of audits, includes a strict review of audit objectives, priority items and 
changes that were determined based on the results of environmental management audits in the previous fiscal year.
In particular, with respect to legal and other matters, we are working to make enhancements by building on general 
explanations with specific explanations of focus points including business-specific matters and issues raised in the audit in 
the preceding fiscal year.
Our training program also includes group discussions among all auditors, as well as other techniques to enhance the 
competence of auditors in terms of both knowledge and action.
Environmental Management
Board of Directors
• Eco Product Promotion 
Sub-group
• Eco Solution Promotion 
Sub-group
• NEC Group Energy-saving 
Discussion Working Group
• Environmental Education 
Promotion Sub-group
Environment and Quality 
Management Department
Regional Environment 
Promotion Department
Head Oﬃce 
Area 
Tamagawa 
Area
Fuchu 
Area
Sagamihara 
Area
Abiko 
Area
Cross-Industry Business Unit
Public Solutions Business Unit
Enterprise Business Unit
Telecom Services Business Unit
Aerospace and National Security 
Business Unit
Digital Platform Business Unit
Global Innovation Unit
DGDF* Business Unit
Corporate Staﬀ
President
Executive Committee/Business Strategy Council
Executive Oﬃcer in charge of the Environment
Environmental Management Promotion Council
Consolidated Subsidiaries of Each Business Unit and 
Those Managed by Corporate (Japan and International) 
Head Oﬃce 
Function
Environmental Management 
Committee
Topic-based Promotion 
Sub-groups
Environmental 
Management 
Auditing Team
Environmental 
Promotion Staﬀ 
Japan
International
Total
33 companies
16 companies
49 companies

NEC ESG Databook 2023
Management for 
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Environment
Social
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Appendices and Data
13
Environmental Management System
GRI
303-2
308-2
Environmental Risk Countermeasures
Recognizing the impact that such environmental risks as climate change and pollution by hazardous substances could have 
on its businesses, NEC conducts risk reduction and prevention activities through assessment, inspection, and education.
We classify risk countermeasures under three risk categories: plant-related risks, product-related risks, and sales and 
maintenance-related risks. In the first category, countermeasures for plant-related risks cover risks related to leaks of 
hazardous substances, soil contamination, and groundwater contamination caused by natural disasters or equipment failure. 
To help prevent such environmental accidents, we conduct prior environmental risk assessments as well as education and 
training. In the second category, countermeasures for product-related risks are focused on risks such as the inclusion in 
products of substances regulated by the Restriction of Hazardous Substances (RoHS) Directive in the European Union and 
violations of labeling regulations. To address such risks, we conduct product assessments to ensure strict compliance with 
guidelines and use in-house systems to implement centralized management of information. As for the third category, 
countermeasures for sales and maintenance-related risks are aimed at mitigating such risks as violations of the Waste 
Management and Public Cleansing Act due to inadequate consignment of waste treatment. Our countermeasures include 
efforts to ensure compliance by issuing guidelines on waste and regularly conducting education for sales department 
personnel. In conjunction with these efforts, we have established the Environmental Escalation Manual for Emergencies to 
strengthen our governance of environmental risks.
Our risk management system includes the Risk Control & Compliance Committee. If a risk is identified that may have a 
significant effect on businesses, the Risk Control & Compliance Committee deliberates on countermeasures. The committee 
fulfills a supervisory function for specific risk measures by checking the results of activities, problems, and future plans and by 
issuing directives on where measures should focus. Furthermore, reports are submitted to the Executive Committee and the 
Board of Directors, as necessary.
Details of the risks associated with each environmental issue are available at the links below.
 Climate Change 
 Water Risk Management and Effective Use of Water Resources 
 Resource Circulation and Pollution Prevention 
 Biodiversity 
 Development of Environmentally Friendly Products 
Legal Violations, Accidents, and Complaints
Since fiscal 1999, NEC has used its website to disclose any fines or penalties levied on the Company related to the 
environment. In both fiscal 2022 and fiscal 2023, NEC was not subject to any fines or penalties related to the environment 
inside or outside the Company There were no accidents that affected the areas beyond the perimeters of our sites; there were 
four environmental accidents that were contained within our sites; and three complaints were received.
Soil Pollution Countermeasures
Among the substances covered by the Soil Contamination Countermeasures Act, NEC completely discontinued the use of the 
VOCs trichloroethylene and tetrachloroethylene in 1998 and 1,1,1-trichloroethane in 1993. Furthermore, as far as possible NEC 
has continued to conduct independent soil surveys.
We will continue to conduct soil surveys and comply with the Soil Contamination Countermeasures Act, related ordinances, 
and the directives of the administrative agency with jurisdiction and will continue taking appropriate measures.
Prevention Activities: Groupwide Dissemination of Information on Near-misses
As minor incidents are a potential cause of environmental incidents, we thoroughly investigate their causes and implement 
technological countermeasures even for minor incidents at the near-miss level. NEC’s findings are then passed on to affiliated 
companies in Japan and abroad, and corrective measures are checked. In this way, we advance accident prevention.
Environmental Training for All Employees
NEC conducts environment-related web-based training (in five languages) for all employees at offices around the world. 
Completion rates were 96.6% in Japan (over the 95% target) and 95.3% overseas (over the 90% target). 
Note: Percentages of employees who completed courses are based on the number of employees asked to take the courses.
Environment Month
Theme for fiscal 2023: “Let’s act for a sustainable future! Let’s take the first steps today for a better future tomorrow.” 
Environment Month included food events co-sponsored with NEC Livex at NEC cafeterias, environment-related film 
screenings, Zero Carbon Action 30 declarations of action, and lectures and panel discussions for participants to learn about 
NEC’s environmental initiatives. A total of 14,000 employees participated.
Environmental Management

NEC ESG Databook 2023
Management for 
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Environment
Social
Governance
Appendices and Data
14
Medium-term Environmental Plan Progress
GRI
305-1
305-2
305-3
305-5
308-2
Progress and Revisions of NEC Eco Action Plan 2025
We have compiled NEC Eco Action Plan 2025, a medium-term action plan for promoting Groupwide initiatives to achieve the 
goals set within our long-term environmental policy, and are expanding this plan to each business unit and Group company. 
We determined priority initiatives from the following three perspectives.
1. Reduce own risks and environmental footprint
1. Reduce own risks and environmental footprint
2. Increase contributions through businesses
3. Build foundations to promote environmental management
Environmental Management
Themes
Indicators
Fiscal 2023 
targets
Fiscal 2023 
results
Evaluation
Fiscal 2024 
targets
Fiscal 2026 
targets
(1)
Reduce CO2 
emissions
Scope 1, 2
Reduce total emissions (absolute 
value) (SBT)
Reduction rate of energy-derived CO2 emissions (absolute 
value) (compared with FY2018)
-21.9%
-45%
Achieved
-15%
-25%
Note: New higher targets based on The 
Climate Pledge membership with 
FY2021 as the baseline 
(2)
Expand use of renewable energy
Amount of electric power used from renewable energy
74,000
180,072
Achieved
213,000
220,500
Note: Higher targets based on the 
results of full-scale introduction by 
Group companies and The Climate 
Pledge membership
(3)
Scope 3
Reduce Category 1 emissions 
(SBT)
Reduction rate (compared with FY2018)
-3%
+5%
Not Achieved
-4%
-6%
(4)
Reduce Category 11 emissions 
(SBT)
Improvement rate of product energy efficiency (compared with 
FY2014 products)
75%
61%
Not Achieved
70%
80%
Note: Revised targets based on 
changes in product mix
(5)
Reduce water usage
Reduction rate (compared with FY2019)
-2.0%
-25%
Achieved
-9.5%
-10.5%
Note: Revised targets based on usage 
reductions due to COVID-19 and other 
factors
(6)
Reduce waste emissions
Reduction rate (compared with FY2019)
-2.7%
-9.9%
Achieved
-3.4%
-4.8%
(7)
Encourage recycling of plastic resources
(new itemized targets from FY2024)
Reduce plastic waste output
Reduction targets
(compared with FY2020)
—
-2.8%
-4.2%
Information disclosure
—
Disclosure
2. Increase contributions through businesses
businesses
Themes
Fiscal 2023 targets
Evaluation
Fiscal 2024 
targets
Fiscal 2026 
targets
(8)
Manage environmental assets and encourage eco appeal
• Update environmental assets (as needed, with an annual review)
• Encourage eco appeal (manage outcomes)
Achieved
(Ongoing targets)
(9)
Create new environmental solutions and create new themes for R&D
• Conduct at least one workshop for evaluating environmental businesses
Achieved
(Ongoing targets)
3. Build foundations to promote environmental management
management
Themes
Indicators
Fiscal 2023 
targets
Fiscal 2023 
results
Evaluation
Fiscal 2024 
targets
Fiscal 2026 
targets
(10)
Increase environmental awareness among all employees
Attendance rate
Japan
95%
96.6%
Achieved
At least 95%
At least 95%
International
90%
95.3%
Achieved
At least 95%
At least 95%

NEC ESG Databook 2023
Management for 
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Environment
Social
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Appendices and Data
15
Medium-term Environmental Plan Progress
GRI
305-7
Management Items
To advance environmental management, NEC has defined “priority items” in addition to “management items,” which are geared toward improving the level of activities that do not necessarily require targets and plans.
Environmental Management
Areas 
Themes 
Management contents 
Targets
Reduction of own 
environmental impact
Preventing global warming
1
Reduction rate of energy usage (consumption intensity)
Achieve 1% decrease year on year
2
Reduction rate of energy usage intensity from logistics
Achieve 1% decrease year on year
Promoting effective use of resources
3
Zero emissions
Continue to meet target
4
Amount of paper purchased (copy paper, EDP paper)
Maintain or reduce levels from FY2006 (by subsidiary)
5
Reuse of collected used products
Achieve reuse rate of 90% or more
Preventing pollution (air and waste quality)
6
NOx and SOx emissions
Reduce by 1% or more compared with FY2018
7
BOD and COD emissions
Reduce by 1% or more compared with FY2018
Reducing chemical substance usage
8
Amount of chemical substances purchased
Reduce by 1% or more compared with FY2018
9
VOC emissions
Reduce by 1% or more compared with FY2018
Risk countermeasures
Legal compliance (for notification, reporting, 
and emissions)
10
Chemical substance balance management
Achieve 100% implementation rate
11
Chemical substance purchasing regulations
Achieve 100% implementation rate
Compliance with RoHS rules
12
Conformance status of all products
Achieve 100% compliance
Environmental assessments
13
Preliminary evaluation of chemical substances and new waste/assessment of 
manufacturing methods
Achieve 100% implementation rate
14
Environmental assessments when constructing or demolishing factories 
and buildings
Achieve 100% implementation rate
Reduction of environmental 
impact of products 
and solutions
Hardware products
15
Percentage of devices that do not use brominated flame retardant in their 
plastic casing
At least 95%
16
Percentage of devices that use eco-plastics in their plastic casing
—
17
Continued acquisition of Eco Symbol Star certification
Achieve 100% implementation rate
Software products
18
Implementation rate of environmental assessments
Achieve 100% implementation rate
19
Implementation rate of products subject to environmental impact evaluation
Achieve 100% implementation rate
Hardware and software
20
Applications for Eco Symbol Star certification
—
21
Promotion of proposals with eco-related appeal
—
Environmental 
communication
Transmission of environmental 
activities information
22
Number of publicity campaigns/activities
—
Promoting contribution to local communities
23
Number of local community activities
—
Biodiversity
Ecosystem conservation activities on and 
around business sites
24
Number of measures implemented to preserve biodiversity
Conduct 10 or more activities per year

NEC ESG Databook 2023
Management for 
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Environment
Social
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Appendices and Data
16
Environmental Management
Development of Environmentally Friendly Products
GRI
302-5
Framework for Developing Eco Products
NEC is working to reduce the environmental footprint of products over their entire lifecycles, from procurement through to 
customer use and disposal. In these activities, in addition to our long-standing emphasis on quality, cost, and delivery, we 
have added an emphasis on compliance and ecology— including resource circulation, global warming prevention, and 
environmental awareness.
Environmentally friendly products, software, and services that meet NEC’s environmental standards are certified and 
registered at three levels.
Eco Products are products that have been confirmed as meeting all of the Eco Product standards—which are basic 
requirements—in product assessments conducted by each business division during new product development.
Eco Symbol products are Eco Products that meet the Eco Symbol standards, which require products to be even more 
environmentally advanced and environmentally friendly.
The Eco Symbol Star is assigned to Eco Symbol products that are regarded as leading environmental products that conform 
to stringent standards, such as a 50% reduction in CO2 emissions compared with that of conventional products.
Products conforming to the aforementioned standards feature the Eco Symbol Star mark in product catalogs and on websites.
 Details of Eco Symbol System and Product Assessments
List of Eco Symbol Star Products (Hardware)
List of Eco Symbol Star Products (Software and Services)
Environmentally Friendly Product List (Japanese only)
Highlights of NEC’s Environmental Activities
Eco Symbol System
Addressing the Risks of Chemical Substances Contained in Products
NEC established the Environmental Specifications Pertaining to Procurement Restrictions for the Inclusion of Chemical 
Substances in Products (For Suppliers) in response to the global expansion of chemical substance regulations. We have 
specified banned substances that we do not allow our products to contain, as well as conditionally banned substances that 
must not exceed maximum defined values, and we require suppliers to comply with our restrictions. Consequently, NEC brand 
products are, in principle, compliant with the EU RoHS Directive. In fiscal 2023, perfluorocarboxylic acids (C9-C14 PFCAs) and 
their salts were designated as restricted substances under the EU REACH regulations (Annex XVII), and C9-C14 PFCA-related 
substances were added to NEC’s conditionally banned substances list. In addition, we revised the Environmental 
Specifications Pertaining to Procurement Restrictions for the Inclusion of Chemical Substances in Products (For Suppliers) 
and issued the 11th edition.
We use chemSHERPA-CI
7 and chemSHERPA-AI,
8 which are provided by JAMP, for surveys to verify regulated substances 
contained in procured items, in place of NEC’s in-house survey format. We do so in consideration of supplier response times, 
which increase when multiple survey formats are involved.
The international standard IEC 62474
9 is being adopted for the chemSHERPA-AI (Compliance Information) Declarable 
Substance List (DSL). The DSL is updated in a timely manner in line with revisions to laws and regulations, so studies using 
chemSHERPA-AI can always be used to comply with the latest laws and regulations.
7. Sheet for entering information on the chemical substances contained in a material or prescription to ensure compliance with laws and regulations
8. Sheet for entering information on the chemical substances contained in formulated products to ensure compliance with laws and regulations
9. International standards for material declaration issued by the International Electrotechnical Commission (IEC)
Environmental Specifications Pertaining to Procurement Restrictions for the Inclusion of Chemical Substances in 
Products, Ver. 11 (For Suppliers)
JAMP (Joint Article Management Promotion-consortium)
International standard IEC 62474
Raising the level of environmental 
performance of products
• Must meet the environmental standards 
(Eco Products and Eco Symbol standards)
• Must be environmentally superior
• Must assure transparency
Eco Symbol
Basic environmental requirements
• Undergoing product assessment
• Must meet the Eco Product 
standards
Eco Products
Creation of leading environmental 
products
• Must be leading environmental products
• Must meet the Eco Symbol Star standards
Eco Symbol Star

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
17
Development of Environmentally Friendly Products
Green Procurement
An essential element of risk management in supply chains is product compliance with environmental laws and regulations. 
These include the EU RoHS Directive prohibiting/regulating the inclusion of specified chemical substances, the EU REACH 
Regulation requiring the provision of information on the content of specified chemical substances in products, and the EU ErP 
Directive requiring eco-design requirements for products, and all have varying requirements. NEC positions products that 
comprehensively comply with these environmental laws and regulations as environmentally friendly products, and has 
established the NEC Green Procurement Guidelines to promote the green procurement necessary for manufacturing 
environmentally friendly products. Specifically, items (V-1) to (V-14) in the Guidelines for Responsible Business Conduct in 
Supply Chains are our Green Procurement Standards, and they define our environmental code of conduct. To comply with 
regulations that cover chemical substances, we ask our suppliers to properly manage the chemical substances contained in 
the products they deliver, and to cooperate in surveys for verifying the information on chemical substances contained in the 
products they deliver.
(V-1)	 Creation of an environmental management system
(V-2)	 Appropriate management of chemical substances used in the manufacturing process
(V-3)	 Appropriate management of chemical substances contained in products (excluding software and services)
(V-4)	 Responding to surveys of chemical substances contained in the products supplied to the NEC Group
(V-5)	 Implementing product environmental assessments
(V-6)	 Climate change measures
(V-7)	 Efforts and contributions to global environmental conservation
(V-8)	 Public disclosure of environmental information
(V-9)	 Resource and energy conservation
(V-10)	Long lifetime
(V-11)	Use of recycled parts and materials
(V-12)	Use of materials that are easy to recycle
(V-13)	Labeling plastic types
(V-14)	Green procurement
 Guidelines for Responsible Business Conduct in Supply Chains (Japanese)
 Guidelines for Responsible Business Conduct in Supply Chains (English)
(V: Environmental Requirements)
Guidelines for Responsible Business Conduct in Supply Chains (Chinese)
 Simplified Chinese
 Traditional Chinese
The proper management of chemical substances contained in products is detailed in the Environmental Specifications 
Pertaining to Procurement Restrictions for the Inclusion of Chemical Substances in Products that are part of the NEC Green 
Procurement Guidelines.
 Environmental Specifications Pertaining to Procurement Restrictions for the Inclusion of Chemical Substances in 
Products, Ver. 11 (For Suppliers) (Japanese)
 Environmental Specifications Pertaining to Procurement Restrictions for the Inclusion of Chemical Substances in 
Products, Ver. 11 (For Suppliers) (English)
 Environmental Specifications Pertaining to Procurement Restrictions for the Inclusion of Chemical Substances in 
Products, Ver. 11 (For Suppliers) (Chinese)
In fiscal 2023, we discontinued the NEC Green Procurement Guidelines (for Suppliers) (Document number: KANKANTU 
02-044), which set forth NEC’s green procurement guidelines, and replaced it with the Guidelines for Responsible Business 
Conduct in Supply Chains (Document number: CHOUSHI No. 2022-01).
Enhancing Engagement with Suppliers
In fiscal 2023, throughout its supply chains, NEC identified and assessed risks by conducting a survey of sustainable 
procurement covering about 1,000 of its suppliers. 
We increased the number of questions about the environment to 40 by adding a significant number of questions related to 
CO2 emissions reduction and the status of biodiversity risk assessments to this survey. The additional questions 
complemented conventional questions about the status of initiatives to control and reduce environmental impacts, ranging 
from the establishment and operation of environmental management systems and proper management of chemical 
substances to water consumption and waste generation.
Our efforts to enhance engagement with suppliers feature initiatives that support collaboration and co-creation specifically 
linked to climate change countermeasures. These initiatives include adding our five-stage STEP program of activities to reduce 
CO2 emissions to the Guidelines for Responsible Business Conduct in Supply Chains that we require suppliers to follow.
In addition, in December 2022 and February 2023 we held briefings on STEP 1 (reduction policy formulation) for roughly 
600 suppliers, explaining why initiatives are necessary and how to proceed with policy formulation, and provided examples 
of initiatives. 
We will continue to work with suppliers to reduce environmental risks by working to understand the actual state of 
environmental issues throughout the entire supply chain and taking corrective action. 
Support for Suppliers in Building and Maintaining a Management System
Environmental Management

NEC ESG Databook 2023
Management for 
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Environment
Social
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Appendices and Data
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Climate Change
Climate Change Policies
We are ramping up global efforts aimed at achieving carbon neutrality by 2050. NEC has positioned Environmental Action 
with a Particular Focus on Climate Change (Decarbonization) as one of its priority management themes from an ESG 
perspective—materiality. As a result, NEC will not only make efforts to reduce the environmental impact of its products and 
services, but will also support customers and society in their decarbonization efforts by utilizing ICT. In 2017, NEC formulated 
the Course of Action for Climate Change Toward 2050, declaring its intent to reduce its CO2 emissions to net zero as a 
long-term environmental goal. In 2018, its targets were certified by the Science Based Targets initiative (SBTi) as Science 
Based Targets (SBTs) “well below 2°C,” and later, certified as “SBT 1.5°C” in May 2021 as a result of the Company committing to 
more stringent targets. In October 2021, we declared our intention to reduce Scope 1, Scope 2 and Scope 3 CO2 emissions to 
net zero (including the entire supply chain) by 2050. NEC joined the Business Ambition for 1.5°C campaign at the end of 
September 2021 and committed to submitting an SBTi net zero target by January 2024.
Furthermore, in September 2022 NEC joined The Climate Pledge (TCP), an initiative that Amazon and Global Optimism 
launched jointly in 2019. In conjunction with this initiative, we pledged to move up our achievement of carbon neutrality to 
2040. We will also contribute toward carbon neutrality for our customers and society as part of our business expansion efforts. 
We will do this through means including energy-saving ICT infrastructure, solutions that visualize CO2 emissions, resource 
aggregation businesses, and environmental consulting.
Mitigation Initiatives
We are promoting the following initiatives to achieve net zero CO2 emissions throughout our entire supply chain.
• Reduction of Scope 1 and 2 CO2 emissions associated with our business activities
(1) Reduction of energy consumption with the newest and most advanced energy-saving technologies (includes energy-
saving data centers using advanced technologies such as exhaust heat utilization; active use of the latest information 
technology such as IoT, big data and AI; and the development and application of innovative new technologies)
(2) Expanding the use of renewable energy (includes increasing the number of NEC business sites and buildings that use 
renewable energy; expanding the use of renewable energy at external sites; linking with large-scale power storage 
systems; and increasing purchases of green power)
(3) Use of carbon offsets
• Reduction of Scope 3 CO2 emissions in supply chains
(4) Category 1: Purchased goods and services (Asking suppliers to reduce emissions, and maintaining and enhancing 
reduction measures in cooperation with suppliers)
(5) Category 11: Use of sold products (Maintaining and enhancing measures to improve energy efficiency)
• Helping customers and society reduce emissions through our businesses
The ICT solutions that NEC provides help to reduce total CO2 emissions in ways such as improving the efficiency of customer 
operations, facilitating human mobility and the movement and storage of goods, and enabling paperless transactions. By 
energetically promoting the development of new innovations and solutions, we aim to continuously create new solutions that 
lead to mitigation and contribute to the realization of a low-carbon society through co-creation with our customers.
Adaptation Initiatives
We assess the impact of climate change risks such as water shortages, floods and landslides on global supply chains, and 
regularly formulate and review business continuity plan (BCP) measures in cooperation with our suppliers.
In addition, NEC’s businesses are committed to continuously creating new solutions that support adaptation to the impacts 
of climate change in ways such as predicting and modeling disasters using AI, IoT and big data, and providing support for 
disaster preparedness. 
What ICT Can Do for Climate Change Adaptation
Climate Transition Plan
NEC has formulated a climate transition plan that combines existing guidelines and initiatives to transition to a business 
model with carbon neutrality by 2050 in line with the goals of the Paris Agreement. The process involves a PDCA cycle that 
includes forecasting via scenario analysis, clarification of business risks and opportunities, formulation of a medium- to 
long-term plan, and implementation and evaluation of measures. In addition, we will report on the progress of these 
initiatives to the Board of Directors and disclose information in line with TCFD recommendations. We consider policy 
collaboration to be important to our climate transition plan, so we will collaborate to ensure policies that are consistent  
with the Paris Agreement.
NEC’s Climate Transition Plan
Scenario Analysis
Evaluation
NEC Eco Action Plan 2025
Financial Plan
(CAPEX/OPEX, Revenue)
Implementation of Measures
Progress Evaluation
Policy Collaboration
Net zero CO2 
emissions 
throughout 
the supply chain
2040
SBT 1.5°C
2030
Targets
Governance (Supervision at the Board of Directors)
Execution
Mid-term 
Management Plan
Supervision
Climate Change Countermeasure Implementation Process
With regard to climate change, the Environmental Management Promotion Council deliberates on and formulates the NEC 
Environmental Policy and targets. The council comprises managers responsible for promoting environmental measures in each 
business unit. The executive officer responsible for environment-related matters confirms the council’s proposals and reports 
them to the Business Strategy Council, an organization that is further up the organizational hierarchy and the one that provides 
approval at the corporate level. Risks related to climate change are also shared at the Environmental Management Promotion 
Council. The executive officer responsible for environment-related matters confirms those risks that could have a significant 
impact on businesses and, as necessary, reports to the Risk Control & Compliance Committee in accordance with the risk 
management process.
Climate risks and opportunities that could significantly affect businesses are also reported to the Board of Directors, as 
necessary. The Board of Directors deliberates on such reports and gives instructions on relevant measures, thereby providing 
supervision that ensures that NEC advances appropriate climate change countermeasures.
In fiscal 2023, participation in TCP was reported at the Business Strategy Council and the Board of Directors, and management 
approved the revision of the 2030 targets in conjunction with moving the target for net zero emissions up to 2040 from 2050. 
The scope of the new target has been expanded to the entire Group through the revision of NEC Eco Action Plan 2025.
In addition, as part of our climate change countermeasures, we are advancing Groupwide measures to reduce our in-house 
CO2 emissions by addressing specific aspects of the issue through three special committees: the Eco Product Promotion 
Sub-group, the Eco Solution Promotion Sub-group, and the NEC Group Energy-saving Discussion Working Group. By reporting 
and submitting proposals to the Environmental Management Promotion Council, these special committees facilitate the 
Groupwide pursuit of energy-saving initiatives. To ensure all employees are fully informed of matters determined by the 
council, the council’s directives and reports are issued through the committees of each business unit and business site.
Initiatives to Reduce Environmental Impact

NEC ESG Databook 2023
Management for 
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Environment
Social
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Appendices and Data
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Climate Change
Participation in Initiatives Related to Climate Change
SBT 1.5°C
Recertified in 
May 2021
Scope 1 and 2: 55% reduction (compared with fiscal 2018) by 2030
Scope 3: Reduce Category 1 (purchased goods and services), reduce Category 3 (fuel- and 
energy-related activities not included in Scope 1 or Scope 2), and reduce Category 11 (use of 
sold products) by 33% (compared with fiscal 2018) by 2030.
Scope 3 coverage: 35% of Category 1, 100% of Category 3 and 100% of Category 11
RE100
Joined in 
May 2021
Switch to renewable energy for 100% of the electricity consumed at locations inside and 
outside Japan by 2050
BA1.5°C
Became a 
signatory in 
September 2021
Net zero greenhouse gas emissions from the entire supply chain by 2050
THE CLIMATE PLEDGE
Became a 
signatory in 
September 2022
Net zero greenhouse gas emissions from the entire supply chain by 2040
Progress toward SBT 1.5°C
Fiscal 2023 emissions
Compared with 2017
Scope 1 and 2
258,000 tons
45% reduction
Scope 3
1
4.396 million tons
15% reduction
1. Reduction measures
Scope 1 and 2: Conversion to LED lighting, renewal of power equipment, optimization of air conditioning operation time and promotion of renewable energy use
Scope 3 Category 1: Requesting suppliers to reduce emissions, sharing of energy conservation improvement status, fact-finding surveys
Scope 3 Category 11: Improving energy efficiency through assessment during product development
Initiatives to Reduce Environmental Impact

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
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Climate Change
Disclosure in Line with the TCFD
GRI
201-2
302-4
305-1
305-2
305-3
In 2018, NEC announced its endorsement of the TCFD.
2 Pursuant to the TCFD’s recommendations, we disclose climate-related 
risks and opportunities while projecting and managing their financial effect on our businesses going forward.
2. Task Force on Climate-related Financial Disclosures
Outline of Initiatives Based on TCFD Recommendations
Item 
Description 
Related pages
Governance
• Report to the Board of Directors important 
issues related to the environment, including 
climate change
• Based on environmental management rules, 
clarify roles, responsibilities, and authority of 
organizations related to promoting 
environmental management
 Environment-oriented Management  
 Implementation Framework 
 Reports and Deliberations by Main Committees 
Strategy
• Set key material issues for management of 
climate change
• Examine countermeasures and identify risks and 
opportunities over the short, medium, and long 
term related to climate change, based on 
multiple scenarios
• Mitigation (decarbonization) leads to business 
opportunities/Develop appropriate solutions 
and expand provision
• Implement measures toward decarbonization, 
manage outcomes
 Climate Transition Plan 
 Products and Services That Help to Mitigate  
 Climate Change 
 Scenario Analysis 
 Risks and Opportunities Presented by  
 Scenario Analysis
 Introduction of Internal Carbon Pricing 
Risk 
management
• Assess risks under Environment-oriented 
Management Implementation Framework and 
with the Risk Control & Compliance Committee
• Advance activities to address potential and 
materialized risks, understand results and 
issues, and examine plans to reduce and  
prevent risks
 Climate Transition Plan 
 Environment-oriented Management  
 Implementation Framework 
 Environmental Risk Countermeasures 
 Risks and Opportunities Presented by  
 Scenario Analysis 
 Risk Management 
 Compliance 
Indicators 
and results
2040 targets
• Net zero CO2 emissions (Scope 1, 2 and 3)
• 100% renewable energy 
2030 targets
• Setting of SBT 1.5°C
Scope 1 and 2: 55% reduction (compared with 
fiscal 2018);  
Scope 3 (Categories 1, 3, and 11): 33% reduction 
(compared with fiscal 2018)
 Climate Change 
 Greenhouse Gas Emissions 
 Policies and Targets for the Use of Renewable Energy 
 Progress toward SBT 1.5°C 
 Environmental Data 
Reports and Deliberations by Main Committees
Since climate change is an important issue in NEC’s materiality, committees attended by managers deliberate, supervise and 
report on initiatives and risks related to the environment, including climate change. In addition to engaging in dialogue with 
stakeholders, since fiscal 2022 NEC has been broadening discussions between management and outside experts through its 
Sustainability Advisory Committee.
Greenhouse Gas Emissions (Scope 1, 2 and 3)
Breakdown of Scope 1, 2, and 3 Greenhouse Gas Emissions
 Third-party Assurance 
 Scope of Environmental Data 
(10,000t)
Emissions
Scope 1
2.1
Scope 2
23.8
Scope 3
689.4
Category 1 
 Purchased goods and services
379.5
Category 2 
 Capital goods
17.3
Category 3 
 Fuel- and energy-related activities not included in Scope 1 or Scope 2
5.3
Category 4  
 Upstream transportation and distribution
8.6
Category 5 
 Waste generated in operations
0.6
Category 6 
 Business travel
1.5
Category 7 
 Employee commuting
0.4
Category 8 
 Upstream leased assets
0.2
Category 9 
 Downstream transportation and distribution
0.001
Category 10  
 Processing of sold products
0.02
Category 11 
 Use of sold products
275.8
Category 12 
 End-of-life treatment of sold products
0.03
Category 13 
 Downstream leased assets
—
Category 14 
 Franchises
—
Category 15 
 Investments
—
Initiatives to Reduce Environmental Impact
Coverage: NEC Group
Scope 1, 2 (NEC’s emissions) 3.6%
Scope 3
96.4%
Emissions from use of sold products
(Category 11)
 
38.6%
7,152,000
tons
(Fiscal 2023)
Emissions from purchased 
goods and services 
(Category 1)
 
53.1%
Other
(excluding Categories 13, 14 and 15) 
4.8%

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
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Initiatives to Reduce Environmental Impact
Climate Change
Disclosure in Line with the TCFD Recommendations
Scenario Analysis
NEC believes that a company cannot continue to exist and grow without analyzing scenarios for climate change. Among 
recent global risks, climate change risks are numerous and could have an extremely large impact on not only corporate 
business activities and earnings but also our lives. No matter what the future has in store for us, based on multiple scenarios 
we will examine steps that should be taken to realize a safe and secure society while ensuring NEC’s survival and growth. 
In 2019, we conducted a Companywide scenario analysis, and in two different scenarios we analyzed potential changes in 
risks and opportunities for NEC.
Since fiscal 2022, we have been conducting scenario analysis for each of our various business fields because the climate 
change risks and opportunities differ depending on the field. In fiscal 2023, in the domain of “digital government,” we used 
the 1.5°C and 4°C scenarios to evaluate NEC’s business opportunities in government digital transformation (DX) in Japan and 
the transition to a decarbonized society in 2030. 
Target Businesses and Themes in Fiscal 2023
We envisioned “climate change x government DX” in 2030 and considered business concept proposals based on NEC’s  
risks and opportunities. Furthermore, we conducted more external interviews so that we can reflect feedback from  
our stakeholders.
Referenced Published Scenarios
1.5°C scenario
4°C scenario
 
 
 
• IPCC AR6 WG1 SSP5-8.5
• IPCC AR5 RCP8.5
• IEA World Energy Outlook 2021 
Stated Policies Scenario (STEPS)
• National Institute for 
Environmental Studies, Japan, 
Version SSP 
SSP3: Regional Divisions, 
SSP4: Disparities
• IPCC AR6 WG1 SSP1-1.9
• IPCC 1.5°C Special Report
• IPCC AR5 RCP2.6
• IEA World Energy Outlook 2021 
Net Zero Emissions by 2050 
Scenario (NZE)
• National Institute for 
Environmental Studies, Japan, 
Version SSP SSP1: Sustainable, 
SSP5: Reliance on Fossil Fuels
Summary of 2030 scenarios
Key themes 
Opportunities
Risks 
2030 NEC business examples
1.5°C
• National and local policies and public concerns are 
focused on well-being and the environment.
• Decarbonization policies are a top priority for national 
and local governments, and the transition to a 
decarbonized society is under way due to legislation 
introduced in the 2020s combined with the efforts of 
companies and local governments.
• Areas at the forefront of decarbonization are 
introducing renewable energy and promoting energy 
management, with net zero CO2 emissions in the 
consumer goods sector.
• The penetration rate of the My Number Card is 100%. 
The number of administrative services that provide 
incentives and subsidies using this card is increasing, 
encouraging citizens to change their behavior.
• Renewable energy-based distributed 
power sources
• Increasing use of electric vehicles
• Incentives for environmental activities
• Visualization of natural capital
• Increased awareness of well-being
• Disaster preparedness planning using 
digital twins
• Post-disaster support using the My 
Number Card
• Local governments outsource and privatize  
some operations
• Increase in data centers using renewable energy
• Healthcare business expands as health incentives 
become more significant
• Systematization of frameworks for emissions 
calculation, carbon taxes, emissions trading and 
carbon footprint
• Expanding markets for sensing, visualizing and 
quantifying ecosystems, environmental 
conservation, losses and damage
• Increased use of image analysis technology in 
compact cities
• Transformation of conventional 
business models due to the progress  
of government DX and the increased 
standardization and commonality  
of systems
• Intensifying competition with 
competitors and new entrants
1.5°C and energy management: 
Decarbonization support services for 
local governments that visualize 
resident initiatives and administrative 
policy outcomes
4°C and disaster preparedness: 
Pre-disaster (disaster self-sufficiency 
simulation); during disaster 
(uninterrupted telecommunication, 
damage certification issuance 
support); post-disaster: volunteer 
support promotion system
Both scenarios and healthcare: Data 
utilization system to improve local 
branding based on healthcare for 
visitors and environmental value
4°C
• Many regions of Japan are confronted with rapidly 
declining population and financial difficulties.
• National and local governments struggle to provide 
infrastructure and services for all citizens.
• Wide-area collaboration and public-private partnerships 
gain traction. Climate change mitigation is deprioritized 
due to limited administrative staff, funding and other 
resources. 
• Enhanced crisis management capabilities and 
continuity of administrative functions are required in 
anticipation of increasingly frequent, large-scale 
disasters, and adaptation initiatives are prioritized.
• Growing community disparities, stratification and 
division are affecting all aspects of policy from 
economics and finance to welfare, education and urban 
planning, and are becoming social issues.
• Disaster preparedness planning using 
digital twins
• Post-disaster support using the My 
Number Card
• Fossil fuel-based centralized  
energy systems
• Rising prices for energy, food and  
other commodities
• Cars are primarily for household use
• Decrease in natural capital
• Increased needs for disaster preparedness and 
mitigation, and for solutions during and  
after disasters
• Creation of administrative solutions using 
personal and administrative data
• Growing needs for agricultural products that are 
resilient to climate change
• Increase in solutions for introducing renewable 
energy and promoting local energy production 
for local consumption
• Entry into the personalized medicine and online 
medical care markets
• Coordination of supply chain BCP  
among industries
• Growing security business needs
• Contracting markets and decrease in 
business opportunities due to fewer 
customers and system integration
• Intensified deregulated competition
• Resistance to the use of personal and 
biometric information

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
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Climate Change
Disclosure in Line with the TCFD Recommendations
Risks and Opportunities Presented by Scenario Analysis
Risks 
Description
Risk Management and Countermeasures
Transition risk
Risks from carbon pricing
• Assuming all of NEC’s Scope 1 and Scope 2 emissions (about 164,000 t-CO2) upon achievement of 
new targets in fiscal 2031 toward net zero CO2 emissions by 2040 are subject to carbon pricing 
(130 U.S. dollars/t-CO2), costs will increase by 2.8 billion yen (assuming 130 yen/1 U.S. dollar)
• Assuming impact from higher costs in upstream and downstream supply chains
Increase use of renewable energy and achieve thorough gains in efficiency to achieve net zero 
CO2 emissions target by 2040 (ongoing efforts in supplier engagement and to improve energy-
saving performance of products)
Physical risk
Possible disruption of supply chains due to weather-related disasters (floods, landslides, water 
shortages, etc.), long-term outages of lifelines such as electricity, gas, and water 
Risk assessment of the entire supply chain, BCP measures (installing flood gates and moving 
power supply equipment) with provisions for weather-related disasters, such as river flooding, 
and strengthening of power generation in data centers
Opportunities 
Description 
Creation and expansion of opportunities
Value provided in transition risk 
countermeasures (mitigation)
Development of low-emission transport infrastructure 
Logistics visualization and route optimization driven by AI and IoT; EV/PHV charging cloud
Support for expanding renewable energy use 
Virtual power plants, management of power supply and demand, commercialized resource 
aggregation (RA) for the supply and demand adjustment market, energy management systems 
(xEMS), provision of data center services that use renewable energy, etc.
Support for reducing energy use 
Process reforms using DX initiatives (work automation, smart factories, supply and demand 
optimization), products, and technologies that help data centers save energy (phase change 
cooling, new refrigerants, etc.)
Value provided in physical risk 
countermeasures (adaptation)
Preparation for increase in weather-related disasters 
• Pre-disaster detection using AI, IoT, image analysis, flood simulation, evacuation support, etc.
• Visualization of the amount of future CO2 reduction through disaster preparedness and 
mitigation, and consideration of mechanisms that promote investment in disaster preparedness 
and mitigation by transforming them into financial products.
Preparation for increase in forest fires 
Forest fire monitoring and quick response systems, disaster monitoring by satellite, etc.
Preparation for changes in areas suitable for agricultural production 
Simulations that forecast effects and changes in agriculture, agriculture-oriented ICT solutions, 
etc.
Preparation for the spread of infection 
Infectious disease countermeasure solutions, preparation of a logistics information management 
platform in the event of a global infectious disease, remote work, telemedicine support, 
education clouds, etc.
Countermeasures for Climate Change Risks and Opportunities
As indicated in the Course of Action for Climate Change Toward 2050, we are promoting the realization of a sustainable society 
in terms of both mitigation of and adaptation to climate change by building our own sustainable management foundation 
and collaborating.
Regarding our aim for zero CO2 emissions from supply chains under the course of action, we are promoting reduced energy 
consumption by using the newest and most advanced energy-saving technologies and by expanding the introduction of 
renewable energy.
Bases and Group Companies Using 100% Renewable Energy
Japan
NEC head office, NEC Cloud IaaS Data Center, and NEC Solution Innovators, Ltd. headquarters and 
Shinkiba Center Building, and Japan Aviation Electronics Industry, Limited (JAE Hirosaki, Ltd. and JAE 
Yamagata, Ltd.)
International
KMD A/S (Denmark), NEC Corporation of America (United States), and NEC Scandinavia AB (Sweden, 
Norway and Finland)
Green Data Centers
NEC is energetically promoting the use of renewable energy at its data centers. Electricity for the Kawasaki Data Center and 
Nagoya Data Center has effectively been 100% from renewable energy sources since April 2023 through Non-fossil Fuel 
Certificates. The Kanagawa Data Center and Kobe Data Center are also aiming for effectively 100% electricity from renewable 
energy sources during fiscal 2024.
Introduction of Internal Carbon Pricing
With the aim of improving energy efficiency and promoting the introduction of low-carbon facilities and equipment, we have 
set internal carbon pricing. This pricing allows us to convert the CO2 emission reductions that would result from a given 
capital investment into a monetary value, which we can then use as a reference when making investment decisions.
The aforementioned carbon pricing mechanism will drive our decarbonization activities going forward and reduce the risk 
associated with potential increases in carbon taxes and emissions trading in a carbon-free society of the future.
Initiatives to Reduce Environmental Impact

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
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Climate Change
Products and Services That Help to Mitigate Climate Change
GRI
302-5
ESG Strategy Consulting Services for Carbon Neutrality
Leveraging the knowledge we have gained from our own initiatives, we help customers work toward carbon neutrality by 
providing consulting services for defining overall ESG issues, formulating overall strategies and implementing measures. In 
addition, we provide solutions that underpin the implementation of these measures, thus providing total support for resolving 
various customer issues. 
issues.
Deﬁne overall ESG issues
DX strategy and decarbonized business model transformation support
New business start-up & scale-up consulting
Carbon Neutral Action for Branding
Analyze and evaluate ESG
 and management 
strategy issues and 
identify speciﬁc options
Overall strategic plan for carbon neutrality and 
its impact and transformational vision
Purpose-driven design mindset
Data centers that use 100% renewable energy: NEC Cloud IaaS and hybrid cloud
Business 
transformation
Visualization
Industry-speciﬁc solutions
Implement measures
Manufacturing
Smart factories
Logistics
Raise logistics 
eﬃciency
Visualize logistics
Local governments
Transportation
EV charging 
cloud services
Neighborhood safety
Smart 
streetlights
Various xEMS
Energy management
Resource aggregation
NEC Cloud Service for Energy 
Resource Aggregation
Data monitoring, analysis and 
roadmap review
GX Management Cycle (ABeam)
Visualization of CO2 emissions 
throughout supply chains
GreenGlobeX
NEC’s ESG management
 consulting services
Use of 
renewable 
energy
Carbon solutions that 
underpin execution
Formulate overall strategic plan
Share information
Green procurement 
solutions
ESG Consulting Approach: Steps to Achieve Decarbonization
Promote carbon neutrality
Implement measures
Deﬁne overall 
ESG issues
Plan
Do
Check
Act
Deﬁne 
company 
issues
• Visualize greenhouse 
gases (GHG)
• Analyze issues 
in promoting 
decarbonization
• Environmental 
and scenario 
analyses (identify 
opportunities and 
risks)
Formulate a 
companywide 
decarboniza-
tion strategy
• Formulate overall 
measures for net zero 
emissions 
• Formulate roadmap 
• Create framework 
and carry out system 
design
• Participate in 
initiatives, etc.
Conﬁrm 
current 
situation
• Formulate GHG 
reduction measures
• Prioritize measures
• Transition risks and 
opportunities
Risk: Transformation of 
existing businesses
Opportunity: New 
business proposals
Implement 
GHG 
reduction 
measures
• Specify requirements
• Compare and select 
from options
• Install and launch
Evaluate GHG 
reduction 
measures
• Monitor
• Analyze and simulate
• Evaluate
Review GHG 
reduction 
plan and 
measures
• Suggest policy 
improvements
• Update roadmap 
• Consider emissions 
and credit trading
• Integrated Report
• Sustainability Report
• CDP and other ESG 
surveys
Process for resolving 
customer issues
Steps to achieve 
decarbonization
NEC’s service menu
Strategic 
consulting
Description 
Deﬁnition of 
ESG management 
issues
Formulation of 
overall strategies
DX strategy consulting 
and decarbonization 
simulation
Examination of 
prioritization 
of measures 
Analysis of 
outcomes of 
measures
Support for 
implementation 
of measures
Case studies for various solutions
Examination of 
improvements 
to measures
Information 
disclosure and 
reporting 
support
Assessment of 
carbon neutrality and 
calculation of 
implementation outcomes
Creation of 
decarbonized 
businesses
Introduction 
of measures 
Carbon Neutral Action for Branding
Veriﬁcation of 
outcomes 
of measures
Examination of new
 measures and 
formulation of 
implementation plan
Funding
Resource circulation 
solutions
Visualization tools
 (GreenGlobeX)
Fixed menus and packages 
for each issue
Supply and demand 
forecasting solutions
Decarbonized energy 
solutions
Quick start menus
Formulate overall 
strategic plan for 
carbon neutrality
Disclose information
Share information
Examples of NEC Group Environmental Solutions
Initiatives to Reduce Environmental Impact
Category 
Solution 
Description
Carbon 
management 
and CO2 
visualization
Environmental performance 
management solution 
(GreenGlobeX)
Collect, manage and visualize CO2, water, waste and other 
environmental data
Consulting
ESG consulting services
Consulting for customer carbon neutrality proposals
Energy 
conservation
Smart streetlights
Reduce environmental impact and magnitude of disasters with 
smart streetlights
“Energy-saving decarbonization 
package” for manufacturers
A comprehensive package combining “LCM x energy-saving 
diagnostic services,” “energy-saving plan services” and “total 
energy management services” 
Zero carbon facility management 
services
Optimize total energy management in construction of plants 
and offices and equipment installation
ZEB
3 solutions
One-stop support for ZEB, from planning to design, 
construction and operational management
Renewable 
energy / 
Distributed 
energy
Solar power generation business 
(Internal use and PPA)
On-site energy services
Off-site PPA
Off-site energy services
Solar power generation x Storage 
battery systems
Systems for decarbonization during normal times and 
responding to long power outages
Self-consignment
NEC Cloud Service for Energy Resource Aggregation supports 
self-consignment by companies and local governments
Resource aggregation 
NEC Cloud Service for Energy Resource Aggregation for 
integrated control of distributed energy resources
Microgrid system
System for reliably supplying electricity and responding to 
regional power outages with distributed power sources
EV charging cloud services 
Cloud-based EV and PHV charging infrastructure services
Information 
systems
Data centers
Data centers that operate using effectively 100% renewable 
energy
Adaptation
IoT monitoring system for river 
water levels
Installation and maintenance of river water level measurement 
equipment, integrated systems for transmission of data
Satellite communications system
Provision of integrated systems, from construction to 
maintenance, including broadcasting systems that use 
satellites and disaster preparedness systems
Resource 
circulation
Cellulose-based bioplastics
High-performance biomaterial (NeCycle®) derived from 
cellulose
NEC regional resource recycling 
services
Visualization of recycled resource collection and participation 
of local residents, services to promote intra-regional recycling 
of resources and energy
3. Net Zero Energy Building

NEC ESG Databook 2023
Management for 
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Social
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Appendices and Data
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Climate Change
Products and Services That Help to Mitigate Climate Change
Cloud Service That Supports Self-Consignment
In April 2023, NEC added a new service to the NEC Cloud Service for Energy Resource Aggregation (RA Cloud Service). It 
supports self-consignment operations that use renewable energy within companies and local governments.
Self-consignment is a mechanism that allows companies and governments to transmit electricity generated off-site at their 
own facilities or bases via the distribution network of an electric power company. Transmitting electricity generated from 
renewable energy is expected to lower electricity bills and to reduce CO2 emissions by increasing the ratio of renewable 
energy used.
This cloud service provides functions necessary for self-consignment, such as power generation forecasts, creation and 
submission of consignment plans, and imbalance management and imbalance control during self-consignment. In the future, 
we plan to provide services that support everything from the installation of solar power generation equipment and storage 
batteries to the operation and maintenance of equipment.
Background of Services Provided
In October 2020, the Japanese government issued its 2050 Carbon Neutrality Declaration. Given the growing use of renewable 
energy power generation and power storage equipment for decarbonization, the government is calling for companies to 
increase the ratio of renewable energy they use and for local governments to decarbonize their regions. In these 
circumstances, attention is becoming focused on initiatives among corporate groups to install solar power generation 
equipment at sites they own or on premises owned by local governments and then use the generated power internally or 
self-consign the power to other sites.
At the same time, self-consignment involves a “balancing rule”
4 that requires daily submissions of planned values for demand 
and power generation. Operations must be adjusted to accommodate this rule, and penalties (imbalance fees) that occur as a 
result of deviation between plan and actual results must be borne, among other burdens.
Our services address these situations and issues by reducing imbalance risk and the burden of day-to-day operations and 
help companies and local governments conduct self-consignment operations smoothly.
4. Where power consumed over a period of 30 minutes must equal power generated over the same 30-minute period
Overview of Self-Consignment Operations
Overview of Services
1. Cloud services that reduce installation and operation burdens 
Services are available via the cloud, so users do not need to build new systems. This enables the start of self-consignment 
operations on a smaller scale and at lower cost compared with building a new system.
2. AI-based forecasting and control that reduce imbalances
Using the AI NEC has developed through its RA Cloud Service, we forecast demand and power generation taking into account 
event and weather information that affects electricity demand. In addition, the equipment is controlled in real time considering 
the characteristics of the location where it is installed, reducing the imbalances that occur during self-consignment.
3. Leveraging of verification data and expertise from NEC’s demonstration projects and internal business sites
Since 2016, NEC has been participating in the Ministry of Economy, Trade and Industry’s energy resource aggregation 
demonstration project, and has been researching and developing AI in areas such as control technology and demand 
forecasting for energy resources. Since 2021, we have installed solar power generation and storage battery equipment at 
NEC’s Abiko Plant, launched the Abiko Demonstration Center, and have been conducting resource aggregation-related 
verification within NEC. We will leverage the knowledge and expertise obtained from these studies and this verification when 
we provide services.
4. Total support for equipment installation such as solar power generation and storage batteries, contract support, and 
equipment operation and maintenance
To complement cloud services that support self-consignment, we plan to add services that provide support for the installation 
of facilities such as solar power generation and storage batteries, contracts with general power transmission and distribution 
companies and other entities, and operation and maintenance of facilities.
Initiatives to Reduce Environmental Impact
NEC Cloud Service for 
Energy Resource Aggregation
Demand site
Cloud 
services
Power 
generation 
forecast
Power 
demand 
forecast
Plan creation
Plan 
submission
Storage 
battery 
control
Visualization
Self-
consignment
Self-
consignment
Power generation site
General power transmission and 
distribution company
Company A 
headquarters
Organization promoting 
wide-area operations
Demand base
Company A engineering 
division
NEC
Transmission and 
distribution company
Company A 
business site
Solar power generation 
equipment
Self-
consignment
Cloud service 
delivery
Plan submission
Contract with general power transmission and 
distribution company
Solar power generation forecast
Generated 
power

NEC ESG Databook 2023
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Social
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Appendices and Data
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Climate Change
New Proposals for Achieving a Decarbonized Society
New Approach to Convert Future CO2 Reductions through Disaster Preparedness and Mitigation 
into Financial Products
In recent years, natural disasters such as floods and forest fires have become more severe and frequent due to global warming. 
Natural disasters have a large carbon footprint because of the direct CO2 emissions from disasters such as forest fires, and the 
large volume of CO2 emitted during the reconstruction of infrastructure and buildings and related activities after disasters such 
as tsunamis and floods. More than 10% of global CO2 emissions is attributed to damage from natural disasters.
Mitigation initiatives including carbon taxes, which impose taxes based on carbon content, and emissions trading schemes, 
which trade greenhouse gas emission allowances, are spreading in Europe and other countries. Our approach is unique in 
that it is based on the future carbon reduction enabled by disaster preparedness and adaptation, as opposed to the 
conventional approaches, which trade the reduction amount of CO2 already emitted. This will encourage companies, 
governments, and municipalities to introduce advanced technologies for disaster preparedness and adaptation, improve and 
construct new infrastructure and buildings, and make proactive ESG investments to support these efforts. 
Under these circumstances, NEC and Keio University are co-creating new environmental value by focusing on the effect of 
future CO2 emissions reduction through disaster preparedness.
New Value Approach
Natural disasters cause enormous human and economic damage and are therefore a particularly important issue among the 
factors that climate change impacts. In addition to direct damage, rebuilding infrastructure and buildings damaged by 
disasters emits new CO2 that creates a vicious cycle driving more climate change.
A country of major natural disasters, Japan has experience with adaptation measures, particularly due to its extensive 
experience with disaster preparedness and mitigation. Leveraging this experience will enable us to reinforce adaptation 
measures in regions around the world. We believe that we can help people minimize the damage caused by disasters, and 
also help to curb future CO2 emissions brought on by disasters.
NEC is already implementing innovative initiatives for disaster preparedness and mitigation. These initiatives are increasingly 
being adopted in society, such as infrastructure monitoring using satellites and AI, and river water level monitoring using IoT. 
Society as a whole needs to establish an environment that facilitates innovation, but this has been constrained by difficulties 
procuring funds to prepare for damage that has not yet occurred.
We see a societal need for incentive mechanisms that make funds available to local governments and companies to 
implement sustainable disaster preparedness and mitigation initiatives. To promote such funding, we have proposed an 
initiative to visualize and place a value on future reductions in CO2 emissions. NEC would like to be a leader in making this 
mechanism function effectively for society.
society.
Invest in disaster 
preparedness
Buildings
Recon-
struction
Operation and 
maintenance
Operation and 
maintenance
Convert into 
a ﬁnancial 
instrument
Occurrence of 
natural disaster
Cumulative CO2 emissions
Established a Consortium for Study and Implementation by Three Working Groups
During fiscal 2024, we plan to make this mechanism a reality and accelerate its use in society by launching a consortium 
(centered on Keio University and NEC) with stakeholders from various industries that will enable joint study and 
implementation regarding the structure of a system.
Consortium initiatives will include (1) examining target disasters and disaster preparedness solutions; (2) examining 
methodologies for objectively calculating future CO2 reductions; and (3) designing financial instruments. We aim to conduct a 
demonstration experiment in fiscal 2025.
In the future, we would also like to contribute to global climate change countermeasures by disseminating the results of 
the demonstration in Japan, which is a major player in disaster preparedness, to other countries that are suffering from 
natural disasters.
Governments, international conferences, 
standardization organizations, etc.
Local governments, companies, 
universities, etc.
NEC          Keio University
Formulate rules
Foster social acceptance
Expand scope of disasters 
targeted by disaster 
preparedness solutions
Ensure objective, 
transparent calculation 
and visualization of CO2 
reductions 
Convert into a 
ﬁnancial instrument
Consortium
Create and 
expand market
Initiatives to Reduce Environmental Impact

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Management for 
Sustainability
Environment
Social
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Appendices and Data
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Climate Change
Policies and Targets for the Use of Renewable Energy
RE100
In May 2021, NEC joined RE100,
5 which aims for a significant increase in the use of renewable energy globally. Aiming to use 
only renewable electricity, we are moving forward with activities based on a policy of installing solar power generation 
equipment on roofs wherever possible while procuring more green electricity. In fiscal 2023, renewable energy was used to 
generate 24.9% of the electricity we consumed. We aim to increase this ratio to approximately 50% by fiscal 2031 and to 100% 
by fiscal 2041.
5. RE100: This initiative is based on a partnership with the CDP and The Climate Group, an international NGO. RE100 consists of companies that aim to 
derive 100% of the energy they use from renewable energy.
Bases and Companies with 100% Renewable Energy
Japan
NEC head office, NEC Cloud IaaS Data Center, NEC Solution Innovators, Ltd. headquarters, Shinkiba 
Center Building, and Japan Aviation Electronics Industry, Limited (JAE Hirosaki, Ltd. and JAE 
Yamagata, Ltd.)
International
KMD A/S (Denmark), NEC Corporation of America (U.S.), and NEC Scandinavia AB (Sweden, Norway, 
and Finland)
Renewable Energy Results / Plan
Fiscal Year 
Renewable energy results / Plan (Solar power)
2020
Abiko Plant: 1.2 MW
NEC Platforms Thai Co., Ltd.: 1.4 MW
2021
Abiko Plant: 0.3 MW
2022
NEC Platforms Kofu: 1.2 MW
2023
Abiko Plant: 1.8 MW
NEC Platforms Nasu: 0.3 MW
NEC Platforms Kakegawa (Buildings D and E): 0.6 MW
2024
Abiko Plant: 0.8 MW
Sagamihara Plant (Step 1): 0.09 MW (Scheduled to come on line in October 2023)
Sagamihara Plant (Step 2): 0.1 MW (On line date undecided)
NEC Platforms Kakegawa (New Building A): 0.2 MW
2025
NEC Platforms Otsuki: 0.6 MW (Planned)
Tamagawa Plant (in conjunction with plant redevelopment): 1 MW (Planned)
NEC Platforms Shiroishi Lines 1 and 2: 0.9 MW (Planned)
2026
Fuchu Plant (in conjunction with plant redevelopment) (Planned)
NEC Platforms Fukushima Building B, C and D: 0.3MW (Planned)
Initiatives to Reduce Environmental Impact

NEC ESG Databook 2023
Management for 
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Appendices and Data
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Initiatives to Reduce Environmental Impact
Water Risk Management and Effective Use of Water Resources
GRI
303-1
303-2
303-3
303-4
303-5
Water is an essential resource for all of humankind. However, there is a concern that growing demands from population 
growth coupled with climate change will bring a greater risk of worldwide water shortages.
Based on our Environmental Policy, we comply with environmental laws and regulations and promote reduction efforts in our 
water usage and environmental impact. We are also employing water risk management practices, which include addressing 
the issues of water shortages, water pollution, and flooding.
The Environmental Management Promotion Council meets to discuss NEC’s water management system during which time it 
assesses the Company’s progress toward reaching its water reduction targets and reports its findings to the executive officer 
in charge of the environment. When necessary, the results of activities for meeting these targets are reported to the Business 
Strategy Council and announced to the public.
Floods and other risks could harm business if they affect certain facilities. In such cases, the division overseeing the supply 
chain predicts the impact of these risks and formulates countermeasures. These countermeasures are reported to and 
discussed by the Business Strategy Council and the Board of Directors when necessary, after which the division implements 
and supervises their execution.
Water Resource Risks and Opportunities
Risk / 
Opportunity 
Description
Risk reduction measures /  
Specific opportunities
Risk
Droughts and disaster-related water outages 
may affect business continuity and cause 
delays or tie-ups in production.
BCP measures have been implemented at each 
site to prepare for water outages.
Opportunity
(economic value)
There is growing market demand for disaster 
preparedness-related businesses to minimize 
damage from typhoons and other storms.
Expanded introduction of river water level 
prediction and other flood control support 
systems has begun.
Surveying Water Resource Risks 
NEC evaluates and confirms how water risks such as water shortages, water pollution, and flooding caused by climate change 
affect the Group’s production sites and supply chain.
Specifically, the Group identifies the water risks that exist at its production sites in Japan and abroad based on its in-house 
water risk management questionnaire and the Aqueduct water risk evaluation tool provided by the World Resources 
Institute (WRI).
 In the first surveying of this process, we utilized Aqueduct to gain an understanding of risks in three categories: physical risks 
related to water volume, quality and damage from storms and floods; regulatory risks from water-related tax revisions and 
policies; and reputation risks stemming from ESG-related conduct. This primary screening identified high water-related risk at 
two of the target sites.
In the second survey, we took the results from the first survey and compared them with how supervisors perceive water risks 
at their respective production sites. From that point, we performed a detailed 11-item assessment that includes items based 
on past experiences where floods, water shortages and other water-related issues and damage made it physically difficult to 
utilize water; preventive measures used to mitigate these risks; and previous countermeasures implemented when such 
floods or water shortages occurred.
In fiscal 2021, after a survey of 26 locations was conducted that focused on production sites, it was determined that the main 
water risks were inundation due to storm-related overflows of rivers and the resulting water outages. Inundation 
countermeasures are being implemented at sites that were determined to be prone to such risks. These include hard 
measures to counteract flooding, such as installing waterproof doors and moving power equipment. We also implement 
countermeasures against water outages, such as installing water tanks and equipment for converting well water to drinking 
water, in addition to keeping a stockpile of drinking water.
Moreover, at business sites, production sites, and research laboratories, we collect water volume monitoring and sampling 
data at discharge outlets to quickly identify any change in environmental status. We have also set in-house standards that are 
stricter than national and local regulations and implement countermeasures to water risks.
Since water risks in the supply chain include suppliers, we conduct environmental risk surveys on their water usage and 
wastewater output. This allows us to calculate totals for these figures, better understand our suppliers’ situations and take 
steps to ensure business continuity in the event of wind or water damage, while engaging in activities to correct or improve 
any problems that arise.
There were no violations and incidents involving water in connection with the Environmental Act in fiscal 2023.
Measures in a Water-stressed Area
NEC Platforms Thai Co., Ltd., a production base for NEC products, is located in a water-stressed area in terms of baseline water 
stress.
6 Based on the results from the Aqueduct survey, NEC Platforms Thai has installed a water storage tank capable of 
securing enough water for three days and has also established a system that allows collaboration with the municipal 
government and the local industrial estate in the event of an emergency. Moreover, during normal times NEC communicates 
on a regular basis with industrial zone groups and nearby conglomerates, sharing information about matters such as 
measures to prevent flooding. We prepare for emergencies by maintaining a system of cooperation with these parties.
6. A state in which the balance between water supply and demand in a region is tight. The indicator score is based on the “maximum volume of water 
available per capita,” and a region is considered to be under water stress if the score falls below 1,700 cubic meters, which is the minimum standard 
for water required per capita every year to meet domestic, agricultural, industrial, energy and environmental needs. According to Aqueduct, a region 
is considered to be at very high risk if its water withdrawals are more than 80% of its average annual available supply.
Example of Water Usage Reduction Initiatives
Reducing Water Usage by Introducing Steam Condensate Recovery Equipment
Reducing Water Usage by Introducing a Wastewater Reuse System
Reducing Water Usage by Introducing Module Chillers
Internal Water Pricing System
NEC calculates values for reductions in CO2 emissions based on its approach to internal carbon pricing to inform decisions on 
whether to invest in equipment, and follows a similar methodology for water. When setting prices for water, we take into 
account future increases in the cost of water and assume the future unit price of water will be 2.5 times higher than it is now. 
We recalculate the cost impact on this basis when water usage is projected to change by at least five cubic meters per day.
Measures to Prevent Water Pollution
NEC manages its wastewater with stricter standards than national and local governments to ensure their wastewater 
production does not exceed region-specific legal limits.
We are also working to reduce the amount of chemical substances used during water treatment to reduce the impact of 
chemical trade-offs. Specifically, we prevent inputting more chemical substances than necessary by constantly monitoring 
water quality.

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Management for 
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Environment
Social
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Appendices and Data
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Initiatives to Reduce Environmental Impact
Resource Circulation and Pollution Prevention
GRI
301-3
306-1
306-2
306-3
306-5
To help realize a sustainable society, NEC strives for the effective use of limited resources. Based on our Environmental Policy, we 
are working on consistent resource recycling from production to use and recycling, and reducing environmental impacts such as 
the amount of waste generated during each process. In particular, hardware products that our customers have used consume a 
lot of resources, so we carry out initiatives to make effective use of limited resources by collecting and recycling them.
Collection and Recycling of Used Products
Since 1969, NEC has been collecting used IT devices such as computers from corporate customers for reuse and recycling.
In 2001, amendments to the Law for the Promotion of Effective Utilization of Resources mandated the collection and recycling 
of used personal computers (PCs) discarded by companies. As a certified processor of industrial waste, NEC was a leader 
among electronics manufacturers in collecting PCs when the amendments went into force.
In fiscal 2023, we collected about 660 tons of computers, PCs, printers, and other IT devices from corporations, a decrease of 
about 47% compared with the previous fiscal year. The recycling rate
7 was 98%, about the same as in the previous fiscal year. 
In addition, the resource-reuse rate
8 as defined by the Law for the Promotion of Effective Utilization of Resources was 92%, 
also about the same as in the previous fiscal year. Going forward, we will promote further improvements in resource recycling 
through the recycling of plastics and other resources.
7. Recycling rate: The ratio of the weight of reused, material-recycled, and thermal-recycled items to the total weight of collected IT devices
8. Resource-reuse rate: The ratio of the weight of materials that can be used as recycled products (parts reuse) or resources (material recycling) to the 
total weight of collected IT devices (as defined by the Law for the Promotion of Effective Utilization of Resources)
 Used-IT-Product Collection and Recycling Rates
State of Collection and Recycling of PCs
In April 2001, amendments to the Law for the Promotion of Effective Utilization of Resources mandated the collection and 
recycling of used PCs discarded by companies. In October 2003, the law mandated the collection and recycling of used PCs 
discarded by households.
In fiscal 2023, NEC collected approximately 68,000 used PCs, including desktop PCs, notebook PCs, CRT displays and liquid 
crystal displays, a decrease of approximately 23% compared with the previous fiscal year. We achieved the effective resource 
utilization rate prescribed by law (as a target to be achieved by 2003) for all of our products.
 State of Collection and Recycling of PCs 
Waste with High Environmental Impact
NEC engages in the sale and manufacture of information equipment such as servers, routers, and wireless communications 
equipment. These products are made using a wide variety of chemical substances, and if these substances are not disposed of 
properly after use, they could have a major impact on the environment. Therefore, in 2001 NEC became a certified processor of 
industrial waste, a first for Japan’s electronics industry. Since then the Company has been committed to collecting and recycling 
its products. Moreover, when procuring parts necessary for the manufacture of our products, starting from the product design 
stage we are mindful of selecting parts that will be easy to recycle and will not cause environmental damage.
Resource Circulation Risks and Opportunities
Opportunities
Risk / 
Opportunity 
Description
Risk reduction measures / 
Specific opportunities
Risk
Tighter relevant regulations in Japan and 
abroad require time and resources to 
appropriately address. A delay in responding 
may affect NEC’s competitiveness and 
reputation.
Collect information before the enactment of 
relevant laws and regulations to facilitate 
an early response.
Opportunity
(economic value)
Market expansion of circular economy-
related businesses continues to progress, 
and new markets continue to open up.
Demand is growing for NEC bioplastic 
products, and for AI tools for food loss 
countermeasures.
Responding to the Plastic Resource Circulation Act
In June 2021, Japan enacted the Plastic Resource Circulation Act with the aim of further promoting plastic resource recycling 
to address the issue of marine plastic trash and climate change issues, as well as to strengthen regulations pertaining to waste 
imports in other countries.
Under this law, businesses that generate industrial waste from products that use plastic (NEC is a large-volume waste 
generator) are required to promote the reduction and recycling of such waste. 
NEC aims to reduce the amount of industrial waste generated from products that use plastic and promote recycling. We have 
set waste reduction targets and are implementing relevant initiatives.
• Fiscal 2024 target: Reduce waste plastic generated by 1.4% compared with fiscal 2022 (per unit of sales)
• Fiscal 2023 result: 22% reduction per unit of sales (target achieved)
• Fiscal 2023 waste plastic generated: 691 tons
Note: Waste plastic generated and targets exclude special factors (irregular waste plastic generation associated with redevelopment of business sites, 
etc.).
Responding to the Issue of Marine Plastics
NEC is working to help resolve the issue of marine plastics through its business activities and in-house initiatives. In terms of 
business activities, we support the development of products that utilize biomaterials as well as microplastic analysis driven 
by AI. In-house initiatives include reducing plastic bottle usage and eliminating plastic bags at Company shops.
Supporting the Development of Microplastic Analysis Technologies
NeCycle®, a Gorgeous and Highly-Functional Cellulose-based Biomaterial

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Initiatives to Reduce Environmental Impact
Resource Circulation and Pollution Prevention
Chemical Substance Initiatives 
NEC carefully examines the environmental impact and safety of chemical substances in all phases of its operations, from 
introduction and use to disposal. NEC takes all possible measures to reduce consumption and replace harmful substances 
with safer ones.
Preliminary Evaluations of Chemical Substances
NEC conducts preliminary evaluations to examine environmental and safety aspects carefully when using a new chemical 
substance for the first time. These preliminary evaluations are a series of strict examinations of physical properties, toxicity 
levels, handling methods, emergency response measures, recycling methods, environmental impact and other items related 
to chemical substances. Only substances that have passed these examinations are authorized for purchase.
Safety data sheets (SDS) are obtained from manufacturers or prepared independently for all chemical substances used. We 
refer to these SDS when considering the safety countermeasures to be applied when using the chemical substances. 
Manufacturing assessments are also carried out for all manufacturing processes to evaluate environmental and safety aspects 
of the chemical substances and production facilities.
Conformance to the Pollutant Release and Transfer Register (PRTR) System (in accordance with 
the Act on Confirmation, etc. of Release Amounts of Specific Chemical Substances in the 
Environment and Promotion of Improvements to the Management Thereof)
NEC manages the inputs and outputs of chemical substances used by the NEC Group that are subject to the PRTR System and 
discloses the results. For chemical substances released into the atmosphere and public water bodies (including discharges 
into sewage systems), NEC manages those substances in accordance with its own voluntary standards, which are more 
stringent than the levels required by law.
Strict Control of Equipment and Parts Containing PCBs
At present, NEC strictly controls disposed-of devices (equipment and parts, including fluorescent light stabilizers) containing 
polychlorinated biphenyls (PCBs) at its three plants under stringent double and triple measures for preventing leakage.
The Law Concerning Special Measures for Promotion of Proper Treatment of PCB Waste was revised in 2016, changing the 
processing period set in the basic plan for the disposal of PCBs.
In compliance with the change, NEC is revising its disposal plans to ensure that the waste is processed within the set deadline.
Amount of PCBs held by NEC (as of March 31, 2022)
High concentration: 29,409 kg
Low concentration: 71,932 kg
Scope: NEC Corporation
Ozone-depleting Substances
The use of all specific chlorofluorocarbons as a cleaning agent in manufacturing processes was discontinued in 1993. By the 
end of fiscal 2011, efforts to totally discontinue the use of specific chlorofluorocarbons for refrigerant in air conditioners and 
specific halons used in fire extinguishers resulted in a reduction of 96%, almost completely abolishing their use.

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
30
Biodiversity
Biodiversity
GRI
304-1
304-2
304-3
304-4
Biodiversity is an important foundation for a sustainable society. At NEC, our environmental policies stipulate that individual 
employees should increase their environmental awareness and contribute to preserving biodiversity. We strive to minimize 
the impact of business activities and employees’ lives on living organisms, and to actively encourage employee activities that 
contribute to biodiversity and the provision of ICT solutions.
Biodiversity Risks and Opportunities
Risks / 
Opportunities
Description
Risk reduction measures / 
Specific opportunities
Risks
Alterations to the land at production sites, as 
well as underground and surface water 
usage, wastewater and gas emissions and 
waste at production sites, may affect 
biodiversity in respective local areas.
Since NEC’s business sites use organic 
solvents and acidic/alkaline materials, we 
carry out measures and training to prevent 
leakage into wastewater, the atmosphere 
and soil.
Opportunities 
(social value)
Efforts to protect biodiversity around bases 
and neighboring areas will lead to 
cooperation with a variety of stakeholders 
and improve brand value, which might create 
business opportunities.
Engage in activities to conserve biodiversity 
such as the protection of endangered 
species, and paddy field development 
through exchange activities with the  
local community.
Biodiversity Activities and Results in Fiscal 2023
Management Item 
Target 
Results
Evaluation
Biodiversity preservation activities 
At least 10 times  
per year 
33 times
Achieved
Biodiversity Conservation Efforts at NEC Abiko Plant
The NEC Abiko Plant has an area of spring-fed ponds on its premises. 
Known as Yotsuike, these ponds are thought to originate from the Tone River. Since 2009, NEC has cooperated with the 
Teganuma Aquatic Organism Research Association to promote conservation activities in this area, aimed at the protection of 
the Oomonosashi Tombo (Copera tokyoensis) species of dragonfly. Yotsuike is a habitat for this dragonfly, which is classified 
as EN (endangered IB Class) by the Ministry of the Environment.
In fiscal 2023, efforts to remove crayfish and other invasive species proved effective, as were efforts to establish an artificial 
dragonfly pond to serve as a habitat for the Oomonosashi Tombo. You can observe this dragonfly from several locations 
around the pond.
In addition, we made effective use of the large amount of freshwater mussels discovered upon draining Yotsuike in 2012, using 
them to conduct preservation activities for an endangered fish species of IA type (CR) Cyprinid (Acheilognathus typus) in the 
aforementioned artificial pond. By providing a place for the Cyprinids to lay their eggs, the freshwater mussels played an 
important role in the Cyprinids’ survival. Since fiscal 2022, we have released some of the Cyprinids in Yotsuike and have been 
observing the effects of the change in habitat.
We also hold an annual Biodiversity Dialogue to go over results and discuss plans going forward with the Teganuma Aquatic 
Organism Research Organization, experts in the field and the city of Abiko. Spanning more than a decade, our initiatives were 
recognized in fiscal 2022 with the Select Committee’s Special Award 2022 from the Nature Conservation Society of Japan 
Environmental Conservation Awards. This award is given to companies that make major contributions to the protection of the 
natural environment and preservation of biodiversity in Japan. In fiscal 2023, together with the Teganuma Aquatic Organism 
Research Organization, NEC received the Culture Day Environmental Award of Merit from Chiba Prefecture. NEC will continue 
activities to realize a sustainable society through collaboration with stakeholders.
Participation in Biodiversity Initiatives
SBTs for Nature
1 / TNFD
2
In recent years, a variety of initiatives related to nature and biodiversity have been launched around the world amid climate 
change, and such initiatives are likely to be rolled out further and gain momentum over the next few years. In fiscal 2022, NEC 
participated in two international initiatives that are expected to have an impact in the business world, as a corporate member 
at the initial framework consideration stage. By participating in discussions and the prototyping of frameworks at the idea 
stage, NEC stands at the forefront of global trends, searching for solutions that will help create a society in tune with nature.
 Under the frameworks being examined, it will be important for companies to identify and disclose risks related to 
biodiversity. In August 2022, we participated in the Data Catalyst initiative launched by TNFD, as a member of the TNFD 
Forum, and participated in discussions on the current status of and issues regarding nature-related data. In addition, based 
on international standards, NEC has already identified such risks and the potential impact of its own activities on biodiversity, 
by utilizing tools such as ENCORE, a risk management tool for biodiversity.
1. SBTs for Nature: Corporate participation program
	 Nature SBTs are science-based targets for companies and local governments to act upon within Earth’s limits. They are the nature-related version of 
SBTs for the 1.5°C climate change scenario. The Science Based Targets Network (SBTN) plans to release its target-setting method step by step from 
2023 onwards.
2. TNFD: Taskforce on Nature-related Financial Disclosures, TNFD Forum
	 TNFD is working to create a framework for disclosing nature-related financial information for the purpose of directing the flow of global capital to 
activities that preserve and restore nature. The framework is scheduled to be published in 2023.
Flowchart of Dependency on Natural Capital Based on ENCORE
Responding to “30x30” and OECM
Discussions are currently being held around the world about indicators to measure the impact of activities to improve the 
natural environment and biodiversity. One potential quantitative target is known as “30x30.”
3 It has also been adopted as a 
global target by the UN Convention on Biological Diversity. To contribute to achieving this target, NEC is participating as a 
founding member of the “30 by 30 Alliance” in Japan (led by the Ministry of the Environment). As a company, NEC also aims to 
help increase the number of natural environmental areas by registering some of its land as an area-based conservation 
measure (OECM). NEC is working on this initiative in collaboration with other private sector initiatives.
3. “30x30” is the colloquial name for a worldwide initiative agreed upon at the G7 Summit in 2021 and set forth as a target at Biodiversity COP15 in 
December 2022, calling for 30% of the Earth’s land and sea to be conserved through the establishment of protected areas by 2030.
Biodiversity Working Groups
NEC participates in biodiversity preservation activities as a member of a biodiversity working group made up of four 
organizations
4 from the electrical and electronics industries. The working group has supported corporate biodiversity 
initiatives in ways such as publishing Let’s Try Biodiversity! (LTB)—First Corporate Activities in Biodiversity and Let’s Try 
Biodiversity Pick Up!—Reducing Plastic Waste in the Ocean Starting on Land, which summarizes approaches to the marine 
plastic waste issue.
4. The four organizations are 
The Japan Electrical Manufacturers’ Association (JEMA), 
Japan Electronics and Information Technology Industries Association (JEITA), 
Communications and Information Network Association of Japan (CIAJ) and  
Japan Business Machine and Information System Industries Association (JBMIA).

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
31
Overview of Environmental Impact
Overview of Environmental Impact
GRI
301-1
301-2
301-3
302-1
302-2
302-3
302-4
302-5
303-3
303-4
303-5
305-1
305-2
305-3
305-4
305-5
305-7
306-3
Overview of Environmental Impact
Resource 
collection
Waste
Market
Suppliers
NEC
Logistics
Customers
INPUT
OUTPUT
Collected products 1,096 tons 
• PCs 
567 tons
• Mainframes 
26 tons
• Servers 
35 tons
• Printers 
157 tons
• Other 
311 tons
Product recovery and recycling rate 
99%
Product recovery and resource-reuse rate 92%
Recycled amount
• General waste recycling amount / Recycling rate
 
　1.6 thousand tons / 97.6%
Material recycling amount / Recycling rate
 
0.9 thousand tons / 54.9%
Thermal recycling amount / Recycling rate
 
0.7 thousand tons / 42.7%
• Industrial waste recycling amount / Recycling rate
(including specially controlled industrial waste)
 
34.2 thousand tons / 86.3%
Material recycling amount / Recycling rate
 
　28.7 thousand tons / 72.3%
Thermal recycling amount / Recycling rate
 
5.5 thousand tons / 14.0%
Total waste 
42 thousand tons
  General waste
 
1.6 thousand tons
• Industrial waste2
 
35.5 thousand tons
Mixed construction waste
 
17.6 thousand tons
Waste plastic
 
3.9 thousand tons
Metal waste
 
5.6 thousand tons
Other3
 
8.4 thousand tons
• Specially controlled 
industrial waste
 
4.1 thousand tons
• International waste
 
1.0 thousand tons
Energy used 5,813 TJ
• Electricity 
5,411 TJ
• Gas 
329 TJ
• Fuels and oil 
60 TJ
• Heat 
13 TJ
• Renewable energy1 
1,795 TJ
Renewable energy introduced 
through certiﬁcate or credit 
(out of the above ﬁgure) 
 1,742 TJ
Scope 3 Category 9:
Downstream 
transportation and 
distribution
0.01 thousand tons
• Scope 3 Category 10:
Processing of sold products
 
0.2 thousand tons
• Scope 3 Category 11:
Use of sold products and services
 
2,758 thousand tons
• Scope 3 Category 12:
End-of-life treatment of sold products  
 
0.3 thousand tons
1. Renewable energy is not 
included in total energy 
consumption.
2. Totals do not include specially 
controlled industrial waste.
3. Discarded plastic, wood chips, 
sludge, etc.
4. Substances subject to the 
PRTR system
Water discharged 
1,658 thousand m3
• Sewage
 
1,370 thousand m3
• Public water
 
288 thousand m3
• BOD 
40.7 tons
Water used 2,067 thousand m3
• Municipal supply water 
901 thousand m3
• Ground water 
985 thousand m3
• Industrial water 
181 thousand m3
• Recycled water 
4 thousand m3
Atmosphere
• NOx 
13.7 tons
• SOx 
 0.01 tons
• VOC 
86 tons
• HAP 
25 tons
• POPs 
 0 tons
• PM 
 ‒ tons
Chemical substances used4 
0.2 thousand tons 
Chemical substances 
released/transported4 
207 tons
• Used 
158 tons
• Recycled 
13 tons
• Released into atmosphere  25 tons
• Transported as waste 
10 tons
Greenhouse gas emissions
(Scope 1 and Scope 2) 259 thousand tons
• Scope 1 
21 thousand tons
• Scope 2 
238 thousand tons
• Scope 3 Category 2:
Capital goods 
173 thousand tons
• Scope 3 Category 5:
Waste generated in operations 
6 thousand tons
• Scope 3 Category 6:
Business travel 
15 thousand tons
• Scope 3 Category 7:
Employee commuting 
4 thousand tons
• Scope 3 Category 8:
Upstream leased assets 
2 thousand tons
• Scope 3 Category 1:
Purchased goods and 
services
 
3,795 thousand tons 
• Scope 3 Category 3:
Upstream fuel used in 
processing- and energy-
related activities
 
53 thousand tons
• Scope 3 Category 4:
Upstream transportation 
and distribution
 
86 thousand tons
Landﬁll 
disposal
0.4 thousand 
tons
Greenhouse gas emissions 
(Scope 3) 6,894 thousand tons
Electricity used for sold 
products and services
17,893 TJ
Greenhouse gases
Resources
Water
Chemical substances
Raw materials used
54 thousand tons

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
32
Environmental Data
GRI
302-1
302-2
302-3
302-4
303-3
303-4
303-5
305-1
305-2
305-3
305-4
305-5
305-6
305-7
306-3
Water discharged
FY2020
FY2021
FY2022
FY2023
Sewage-related
 1,720
 1,334
 1,309
 1,370
Public water-related
 364
 349
 334
 288
Total water discharged (Thousand m
3)
 2,084
 1,683
 1,643
 1,658
Air pollutant emissions
FY2020
FY2021
FY2022
FY2023
NOx emissions (Tons)
13.8
11.5
13.9
13.7
SOx emissions (Tons)
0.01
0.01
0.01
0.01
VOC emissions (Tons)
 68
 82
 80
 86
Renewable energy used
FY2020
FY2021
FY2022
FY2023
Amount used (MWh)
55,420
63,381
71,714
180,072 
• Renewable energy used is not included in energy used above.
Water used
FY2020
FY2021
FY2022
FY2023
Public water supply
 1,293
 913
 929
 901
Ground water
 998
 1,001
 1,014
 985
Industrial water
 259
 203
 188
 181
Recycled water
7
4
4
4
Total water used (Thousand m
3)
 2,550
 2,117
 2,131
 2,067
• Recycled water is not included in total water used.
Chemical substances handled
FY2020
FY2021
FY2022
FY2023
Chemicals subject to PRTR (Thousand tons)
0.3
0.2
0.2
0.2
Greenhouse Gas Emissions
FY2020
FY2021
FY2022
FY2023
Scope 1
 26
 22
 22
 21
Scope 2
 347
 305
 302
 238
Scope 3
6,996
 6,158
 6,535
 6,894
Total greenhouse gas emissions (Thousand tons)
 7,483
 6,485
 6,859
 7,152
• Greenhouse gas emissions: Calculated based on Japanese law
• Greenhouse gases include CO2 (carbon dioxide), CH4 (methane), N2O (nitrogen monoxide), HFCs (hydrofluorocarbons), PFCs 
(perfluorocarbons), SF6 (sulfur hexafluoride) and NF3 (nitrogen trifluoride).
• Calculated by scope according to the Greenhouse Gas Protocol Initiative classification, as follows. 
Scope 1: Direct emissions of greenhouse gases generated from emission sources owned or controlled by businesses 
Scope 2: Indirect emissions of greenhouse gases from the use of electricity, steam, and heat 
Scope 3: Except for Scope 1 and Scope 2, other indirect emissions covering the upstream and downstream processes of  
the Company
• All Scope 3 emissions since 2017 have been revised to reflect changes in Scope 3 Category 1 emission coefficients. For this 
reason, the total is not the same as the sum of each scope.
Waste generated
FY2020
FY2021
FY2022
FY2023
Total waste emissions (Thousand tons)
 38.6
 35.9
 308
 42.2
Recycling (Thousand tons)
36.6
29.1
292
36.7
• Recycling is the amount of recycled general waste, recycled industrial waste (including specially controlled industrial waste), 
and waste recycled abroad.
Energy used
FY2020
FY2021
FY2022
FY2023
Electricity
TJ
7,140
6,694
6,805
5,411 
MWh
723,001
671,371
682,545
542,732 
Fuel (gas)
TJ
396
357
357
329 
MWh
100,945
99,119
99,296
91,339 
Fuels (heavy oil and kerosene, etc.)
TJ
87
66
66
60 
MWh
24,234
18,436
18,461
16,608 
Heat (steam/hot water/cold water)
TJ
19
20
17
13 
MWh
5,356
5,585
4,818
3,677
Total energy used
TJ
7,642
7,137
7,246
5,813 
MWh
855,536
794,510
805,120
654,356
• Energy used: Calculated based on Japanese law
• TJ: Terajoule

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
33
Scope of Environmental Data
No.
Companies in Japan
1
NEC Corporation
ABeam Consulting Ltd.
OCC Corporation
NEC Nexsolutions, Ltd.
SHIMIZU SYNTEC Corporation
Sunnet Corporation
Bestcom Solutions Inc.
YEC Solutions Inc.
KIS Co., Ltd.
NEC Space Technologies, Ltd.
NEC Network and Sensor Systems, Ltd.
NEC Aerospace Systems, Ltd.
Cyber Defense Institute, Inc.
Japan Aviation Electronics 
Industry, Limited
JAE Hirosaki, Ltd.
JAE Yamagata, Ltd.
JAE Fuji, Ltd.
JAE Shinshu, Ltd.
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
No.
Companies in Japan
21
19
20
NEC Facilities, Ltd.
Forward Integration System Service 
Co., Ltd.
JN System Partners Co., Ltd.
NEC Networks & System 
Integration Corporation
NEC Magnus Communications, Ltd.
NEC Solution Innovators, Ltd.
NEC Communication Systems, Ltd.
Infosec Corporation
NEC Embedded Products, Ltd.
NEC Embedded Technology, Ltd.
NEC Fielding, Ltd.
NEC Platforms, Ltd.
NEC Patent Service, Ltd.
NEC Friendly Staﬀ, Ltd.
NEC Management Partner, Ltd.
NEC Livex, Ltd.
Institute for International 
Socio-Economic Studies
22
23
24
25
26
27
28
29
30
31
32
33
34
35
No.
Companies Abroad
1
NEC Corporation of America
NEC Canada, Inc.
NEC Laboratories America, Inc.
NEC Latin America S.A.
NEC Argentina S.A.
NEC Chile S.A.
NEC de Colombia S.A.
NEC de México, S.A. de C.V.
NEC Europe Ltd.
NEC Deutschland GmbH
NEC Eastern Europe Kft.
NEC France S.A.S.
NEC Iberica S.L.
NEC Italia S.p.A.
NEC Laboratories Europe GmbH
NEC Portugal-Telecomunicações e Sistemas, S. A.
NEC Scandinavia AB
NEC Telecommunication & Information 
Technology Ltd. 
NEC (UK) Ltd.
NEC XON Holdings (Proprietary) Limited
NEC Saudi Arabia, Ltd.
NEC Asia Paciﬁc Pte. Ltd.
NEC Corporation of Malaysia Sdn. Bhd.
NEC Corporation (Thailand) Ltd.
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
Scope of Data Collection: 79 NEC Group companies (35 in Japan and 44 abroad)
No.
Companies Abroad
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
NEC Corporation India Private limited
NEC Philippines, Inc.
NEC Vietnam Company Limited
PT. NEC Indonesia
NEC Australia Pty Ltd
NEC New Zealand Limited
日電（中国）有限公司 (NEC (China) Co., Ltd.)
日電信息系統（中国）有限公司 (NEC Solutions 
(China) Co., Ltd.)
NEC Hong Kong Limited
NEC Taiwan Ltd.
日電卓越軟件科技（北京）有限公司
(NEC Advanced Software Technology
(Beijing) Co., Ltd.)
NEC軟件（済南）有限公司
(NEC Soft (Jinan) Co., Ltd.)
Netcracker Technology Corporation
KMD A/S
日電平台科技(蘇州)有限公司
(NEC Platform Technologies (Suzhou) Co., Ltd.)
NEC Platforms Thai Co., Ltd.
台湾航空電子股份有限公司(JAE Taiwan, Ltd.)
JAE Philippines, Inc.
航空電子（無錫）有限公司 (JAE Wuxi Co., Ltd.)
航空電子（呉江）有限公司 (JAE Wujiang Co., Ltd.)

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
34
Inclusion and Diversity
Inclusion and Diversity Policy
The NEC Group Code of Conduct strictly prohibits people at NEC from acting with prejudice on the grounds of race, belief, age, 
social position, family origin, nationality, ethnicity, religion, gender, sexual orientation, and gender identity, as well as physical 
or mental disability, and strictly prohibits actions that belittle individuals, including bullying, harassment, child labour, and 
forced labour. Furthermore, the NEC Group Human Rights Policy sets out and advocates detailed policies for our initiatives on 
human rights based on the NEC Way and explicitly states that in all types of corporate activities we must respect the 
individuality of each person and not act in any way that may harm their dignity.
It is one of NEC’s management strategies to firmly establish a culture that is truly based on inclusion and diversity (I&D) in this 
way. We believe this is a source of innovation, and we are promoting initiatives on the following points.
 NEC Group Code of Conduct 
 NEC Group Human Rights Policy
 Materiality (Priority Management Themes from an ESG Perspective) 
 Human Resource Development 
 Respecting Human Rights 
• Set out diverse human resources as one of NEC’s priority management themes from an ESG perspective— materiality—
and develop employees who lead teams that are able to understand and accept different values and cultures and thrash 
out various ideas to create social value and drive innovation
• Understand unconscious bias correctly and provide equal employment and career opportunities through management, 
regardless of age, nationality, gender, sexual orientation, and gender identity, as well as physical or mental disability
NEC’s ultimate goal is to “transform its organizational structure and culture into one that transforms individual differences 
into strengths, responds with agility to change, and continues to compete strongly and win.”
Medium- to Long-term Targets, Priority Activities and Progress, Achievements, and Issues
Medium- to Long-term Targets and Priority Activities (Scope: NEC Corporation unless otherwise specified) Period: April 2021 to March 2026
M: Major non-financial indicators related to “materiality”
1. M: Ensure diversity among leadership
• Achieve the targets below by the end of FY2026 (including decisions on transfers that are to take place on April 1, 2026)
- 20% ratio of women and foreign nationals among officers
1
- 20% ratio of women in all management positions
- 30% ratio of women among all employees
2. Recruit and employ people with disabilities
• Continue to maintain statutory employment rate (including special subsidiary companies)
3. Ensure that opinions can be expressed without fear of discrimination regardless of gender, age, career path, or job title
1. Directors, corporate officers, Corporate SEVPs, Corporate EVPs and Corporate SVPs, as of April 1, 2023
FY2023 Goals, Progress, Achievements and Issues, and FY2024 Goals
FY2023 Goals
1. M: Ensure diversity among leadership
Achieve the targets below by the end of FY2023 (including decisions on transfers 
that are to take place on April 1, 2023)
• Set goals for ratio of women as part of the succession plan for division general 
manager positions and higher
• Identify female human resources who are keen to take action
• Offer diverse career paths
Progress, Achievements and Issues
1. M: Ensure diversity among leadership
• Promoted women’s empowerment and success
- 14.8% ratio of women and foreign nationals among directors and corporate 
officers (as of July 1, 2023)
- 8.9% ratio of women in all management positions (as of April 1, 2023)
- 21.1% ratio of women among all employees (as of March 31, 2023)
- The goals set in the succession plan for division general manager and above 
have been achieved for about half of the positions
• Held meetings of the I&D Steering Committee chaired by the CEO of NEC twice 
during the year. Discussed topics related to female employees, made decisions 
on priority measures, and decided to hire new college graduates and to focus on 
increasing the ratio of female mid-career hires in FY2024
• Selected approximately 100 elite personnel as management candidates with an eye 
on diversity ratios at each level of the organization, and continued on-the-job training
• Held sponsorship program run by directors for the top female senior managers, 
with over half of the cohort being promoted in April 2023 (initial target: 
promotion of 60% by April 2024)
FY2024 Goals
1. Ensure diversity among leadership
• Set goals for ratio of women as part of the succession plan for division general 
manager positions and higher as a 10% increase from the current ratio 
• Set goals for ratio of women newly appointed as managers for roles of executive 
manager or higher
• Continue and expand the sponsorship management program horizontally to 
strengthen the pipeline further
• Increase the ratio of female mid-career hires

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
35
Inclusion and Diversity
Medium- to Long-term Targets, Priority Activities and Progress, Achievements, and Issues
FY2023 Goals, Progress, Achievements and Issues, and FY2024 Goals
FY2023 Goals
2. Recruit and employ people with disabilities
• Enhance external promotions for inclusion of people with disabilities, including 
special subsidiaries
• Establish system for hiring people who have psychological or developmental 
disabilities and welcoming them to the workplace, as well as providing 
retention support
• Improve information accessibility at online events for people with disabilities
3. Ensure that opinions can be expressed without fear of discrimination 
regardless of gender, age, career path, or job title
• Spread factual knowledge and information to employees through webinars held 
throughout the year on I&D topics
• Implement unconscious bias training
Progress, Achievements and Issues
2. Recruit and employ people with disabilities
• Did not achieve hiring of people with psychological or developmental 
disabilities; however, conducted recruitment process using an expert consultant 
and will accumulate knowledge toward accepting such people in future 
• Renewed website of special purpose subsidiary, established a relationship with 
support center for students with disabilities at major universities in the Tokyo 
area and strengthened promotion through measures such as providing 
internships for students with disabilities
• At NEC Visionary Week 2022, provided sign language interpretation and subtitles 
for main sessions, established a dedicated channel for customers with hearing 
difficulties, and implemented measures to have employees with hearing 
difficulties provide an overview of the seminar and key points using 
sign language
3. Ensure that opinions can be expressed without fear of discrimination 
regardless of gender, age, career path, or job title
• Around 18,000 NEC Group employees around the world participated in NEC 
Inclusion & Diversity Day 2023, an internal online event held on International 
Women’s Day
• Held the internal online seminar “Dive into Inclusion & Diversity” five times 
during the year to update knowledge around inclusion and diversity, with 
approximately 3,600 employees attending in total
• Employee Resource Groups for female, LGBTQ ally, and foreign national 
employees held self-organized internal events
• Held unconscious bias training by external experts for director- and senior 
director-level management. In FY2023, approximately 800 people attended 
FY2024 Goals
2. Recruit and employ people with disabilities
• NEC’s employment rate for people with disabilities is 2.40% (as of June 1, 2023), 
which is higher than the statutory employment rate; however, the Company will 
promote further increases in the employment rate to cope with increases in the 
statutory employment rate in the future. NEC will increase the rate for Group 
companies that do not meet the statutory employment rate by holding 
conferences for those responsible for the hiring and management of people 
with disabilities and sharing knowledge.
• Continuously promote new businesses and job development at the special 
purpose subsidiary using the Company’s own technologies
• Develop promotions that merge branding, such as recruitment activities and 
promoting para-sports, and connect to acquisition of high quality talent 
3. Ensure that opinions can be expressed without fear of discrimination 
regardless of gender, age, career path, or job title
• Spread factual knowledge and information to employees through training, 
events, and so forth held throughout the year on I&D topics
• One NEC Survey Diversity Score: Achieve 37%
• Improve workplaces through collaboration with Employee Resource Groups
• Continue to implement unconscious bias training
Inclusion & Diversity Framework
The Inclusion & Diversity Group, led by a corporate executive, works with related departments within NEC to promote a variety 
of measures, which include providing support for and promoting the understanding of women’s career advancement and 
active participation, and the employment of people with disabilities and sexual minorities (LGBTQ). This group is also 
engaged in measures related to smooth onboarding of non-Japanese employees working in Japan and mid-career hires.  
In this way, we are fostering our in-house culture by proposing and implementing measures to enable these kinds of diverse 
internal human resources to make full use of their individuality and uniqueness to work and participate at their full potential.
To ramp up these efforts one step further, in fiscal 2022 NEC established the I&D Steering Committee chaired by the CEO, and 
the I&D Acceleration Team as Companywide entities. Under the strong leadership of senior management, managers, and 
other personnel in charge gather to hold theme-based discussions where participants propose ideas to promote I&D, and 
then decide upon and implement specific actions. 
The committee posts the contents of its meetings via the company intranet and discloses decision-making processes of senior 
management internally.
NEC recruits locally for top positions in overseas subsidiaries.
NEC Europe Ltd. and NEC in the UK
NEC Corporation of Malaysia
The top performing local hires are appointed as corporate SVPs, to create a structure that reflects local voices.
Management

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
36
Inclusion and Diversity
Employee Composition
GRI
2-7
2-8
405-1
Consolidated number of employees
FY2020
FY2021
FY2022
FY2023
Consolidated number of 
employees by region 
(ratio) 
Total
112,638
 (100%) 
114,714
 (100%) 
117,418
 (100%) 
118,527
 (100%) 
Japan
76,180
 (67.6%) 
75,923
 (66.2%) 
76,773
 (65.4%) 
77,424
 (65.3%) 
Asia Pacific
14,114
 (12.5%) 
13,904
 (12.1%) 
16,389
 (14.0%) 
17,825
 (15.0%) 
China/East Asia
4,782
 (4.2%) 
4,706
 (4.1%) 
4,951
 (4.2%) 
4,936
 (4.2%) 
EMEA
10,505
 (9.3%) 
12,415
 (10.8%) 
12,940
 (11.0%) 
12,365
 (10.4%) 
North America
2,734
 (2.4%) 
2,348
 (2.0%) 
2,389
 (2.0%) 
2,344
 (2.0%) 
Latin America
4,323
 (3.8%) 
5,418
 (4.7%) 
3,976
 (3.4%) 
3,633
 (3.1%) 
Employees by employment type
FY2020
FY2021
FY2022
FY2023
Non-consolidated
Regular
20,125
20,589
2
21,350
2
22,036
2
Temporary
46
45
49
44
Consolidated
Regular
112,638
114,714
117,418
118,527
Temporary
8,703
7,350
7,038
6,408
By gender 
FY2020
FY2021
FY2022
FY2023
Employees by gender 
(ratio)
(Excluding temporary 
employees)
Total
20,125
20,589
2
21,350
2
22,036
2
Male
16,381
16,551
17,018
17,391
Female
3,744
 (18.6%) 
4,038
 (19.6%) 
4,332
 (20.3%) 
4,645
  (21.1%) 
Consolidated employees 
by gender (ratio)
(Excluding temporary 
employees)
Total
112,638
114,704
117,418
118,527
Male
84,533
84,592
85,880
86,117
Female
28,105
 (25.0%) 
30,112
 (26.3%) 
31,538
 (26.9%) 
32,410
  (27.3%) 
2. Corporate officers have not been included in the number of employees.
Number of managers
3
2020
2021
2022
2023
Non-consolidated (ratio)
(As of April 1 of each  
fiscal year)
Total
8,521
8,771
9,025
9,162
Male
7,996
8,169
8,317
8,345
Female
525
 (6.2%) 
602
 (6.9%) 
708
 (7.8%) 
817
 (8.9%) 
Consolidated (ratio)
4
(As of March 31 of each 
fiscal year)
Female
2,105
 (7.8%) 
2,435
 (9.2%) 
2,535
 (9.6%) 
2,805
 (10.3%) 
3. Excludes corporate officers, temporary employees and advisors; does not include those seconded from other companies to NEC and includes those 
seconded from NEC to other companies. 
Some of the non-consolidated data for 2022 and earlier has been restated due to changes in the scope of data aggregation for previous reporting years. 
Figures for non-consolidated female managers for 2023 have been certified by independent third-party organization, KPMG AZSA Sustainability Co., Ltd.
4. Japan Aviation Electronics Industry Group companies are excluded. 
Figures for 2023 have been certified by independent third-party organization, KPMG AZSA Sustainability Co., Ltd. 
Employees by age group
2020
2021
2022
2023
By age group
Total
20,125
20,589
2
21,350
2
22,036
2
Between 0-18
0
0
0
0
Between 18–30
2,202
2,527
2,780
3,065
Between 30–50
9,847
9,473
9,592
9,757
Above 50
8,076
8,589
8,978
9,214
Average age of employees
2020
2021
2022
2023
Total
43.7
43.7
43.6
43.5
Male
44.2
44.2
44.3
44.2
Female
41.8
41.5
41.4
41.2
Note: Figures for 2023 have been certified by independent third-party organization, KPMG AZSA Sustainability Co., Ltd.

NEC ESG Databook 2023
Management for 
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Environment
Social
Governance
Appendices and Data
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Inclusion and Diversity
Promoting Women’s Active Participation in the Workplace
Measures for Promoting Women’s Active Participation in the Workplace
As a global company, we believe it is preferable to have more female employees participating in management  
decision-making and leadership positions. Accordingly, we have set three targets and are conducting initiatives to achieve 
them. (Medium- to Long-term Targets, Priority Activities and Progress, Achievements, and Issues)
All items subject to measures are presented below.
 Database of companies promoting women’s active participation in the workplace  
(Ministry of Health, Labour, and Welfare website) (Japanese only)
Joining the 30% Club Japan
NEC joined the 30% Club Japan in 2020 with the goal of improving the gender balance among our corporate officers.  
As a member of the club, we will tackle a range of measures to improve the gender balance among our corporate officers.
Talent Management Program for Female Employees 
We have developed and implemented a systematic, position-based development program for our human resources, with the 
aims of encouraging their further contribution as leaders who epitomize our Code of Values and  
producing corporate officers in-house.
• Making a conscious effort to ensure a strong percentage of promising female employees are selected for participation in our 
human resource development programs at every level and encouraging their development
• Providing our human resources at the assistant manager level with leadership development programs and forums
• Conducting mentoring by directors, employee shadowing, and roundtable discussions under sponsorship program for 
senior female leaders
• Holding roundtable discussions with officers and the CHRO regarding promising human resources
Events, Training, and Promotion Activities Inside and Outside NEC
In-house online event for International Women’s Day
On March 8, 2023, the Company held NEC Inclusion & Diversity Day 2023 to coincide with International Women’s Day. The 
in-house event, which was held online and themed on inclusion and diversity, expressed our goal to be a company that 
supports and appreciates the active participation of female employees as well as one that will continue to spark innovation 
through the active participation of a diverse group of human resources.
Unconscious bias training
We are currently holding unconscious bias training by external experts for all directors and senior directors. In fiscal 2023, 
approximately 800 people attended. In parallel, we held newly appointed people manager training, and provided 
unconscious bias information through required online training for all employees.
Work-Life Seminar for thinking about employees engaged in childcare and their supervisors
In fiscal 2023, as approaches to childcare leave diversify, the seminar was held for employees engaged in childcare and their 
supervisors, as well as employees approaching these life events who feel uncertain about how to balance work and family. 
270 people participated in an online seminar, more than double the number from the previous fiscal year, including 
participants from Group companies. 
Career development for women in sales
In fiscal 2023, 115 junior female sales personnel from different industries, including 30 from NEC, participated in an online 
networking event that has been held by four companies, including NEC.
Activities to promote diversity led by female employees
We held dialogue events and study sessions for female employees through Scarlet Elegance in NEC (SELENE), an association 
of volunteer women in management positions at NEC.
Involvement of senior management
In July 2022, CEO Takayuki Morita, two senior-level female leaders, and 52 Group employees participated in the International 
Conference for Women in Business, held online.
Efforts to Promote the Use of Childcare Leave Among Male Employees
• Working to encourage male employees to take advantage of childcare leave by conducting interviews with both employees 
who have taken leave and their supervisors and then sharing their experiences within the Company
• Published childcare leave guidelines for male employees in October 2022, followed by guidelines for supervisors and for 
female employees in March 2023
Inclusion and Diversity
 Securing and Retaining Employees and Labour Practices 
Number of female managers by position
2020
2021
2022
2023
Number of female department heads or higher (Ratio to 
total personnel in department, heads or higher positions)
(As of April 1 of each fiscal year)
156
 (4.9%) 
157
 (5.2%) 
177
 (5.7%) 
218
 (6.7%) 
Ratio of female managers in first level of management
(As of April 1 of each fiscal year)
6.2%
7.7%
9.0%
10.1%
Note: Since the scope of aggregation of past fiscal years has changed, figures for 2022 and prior years have been revised.
Ratio of female managers in revenue generating 
function
2020
2021
2022
2023
Ratio of female managers in revenue generating function 
(Ratio of women in all management positions in revenue 
generating function)
 (As of April 1 of each fiscal year) 
4.7%
5.2%
5.5%
6.4%
Note: Since the scope of aggregation of past fiscal years has changed, figures for 2022 and prior years have been revised.
Ratio of female employees in STEM-related 
positions
FY2020
FY2021
FY2022
FY2023
Ratio of female employees in STEM-related positions
(As of April 1 of each fiscal year)
12.7%
13.1%
13.5%
12.8%
Note: Since the scope of aggregation of past fiscal years has changed, figures for FY2022 and prior years have been revised.

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
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Inclusion and Diversity
Employment of People with Disabilities
Measures for Promoting Employment of People with Disabilities
NEC currently employs 411 people with disabilities, which is the total for NEC Corporation, NEC Friendly Staff, Ltd., and NEC 
Management Partner, Ltd., as of June 1, 2023. These employees work based on the principle of “each individual employee 
taking ownership of their career, regardless of any disability, and by working with motivation, living a full life and bringing 
innovation into the world using their individuality, capabilities, and experience.” As of June 2023, NEC Corporation exceeds 
the statutory employment rate of 2.3%, but some Group companies have yet to reach this rate. We will promote an increase 
in the employment rate for the overall Group through the following initiatives.
Employment Liaison Service for People with Disabilities
• Established an employment liaison service for people with disabilities to promote a barrier-free recruitment process
• During the selection process, every attempt is made to ensure applicants can understand information during written exams 
or interviews through real-time audio transcription, braille exams, or the use of large-print versions. In addition, we make 
efforts to ascertain each candidate’s disability through cooperation with a specialized agency and then investigate 
reasonable accommodations.
5
• Before a prospective employee with a disability joins the Company, they receive special support according to their disability 
that includes confirming with them to ensure that their assigned workplace and other frequented locations are barrier free.
• Develop promotions that merge branding, such as recruitment activities and promoting para-sports, and connect to 
acquisition of high-quality talent 
5. Measures to improve conditions that are barriers for disabled workers so that they can exercise their abilities effectively
The NEC Group I&D Promotion Meeting
• Confirms the NEC Group’s progress in employing people with disabilities as well as the nature of related initiatives
• We encourage the exchange of information among those in charge of hiring people with disabilities at each Group company, 
and promote joint projects such as seminars and tours.
Signatory to The Valuable 500
NEC has agreed with and become a signatory to The Valuable 500 initiative for promoting active participation of people with 
disabilities in the workplace, which was launched at the World Economic Forum Annual Meeting in Davos in January 2019. In 
addition to continuously promoting initiatives to create environments that allow employees with disabilities to demonstrate 
their full potential, we will also strive to realize safety, security, fairness and efficiency to enable a rich range of social activities 
by supporting people with disabilities through employment and contributing to society through support for para-sports.
NEC Joins The Valuable 500
Number of employees with disabilities 
(ratio)
6
2020
2021
2022
2023
NEC Corporation, NEC Friendly Staff, Ltd., NEC 
Management Partner, Ltd.
(As of June 1 of each year)
383
 (2.38%) 
387
 (2.37%) 
399
 (2.39%) 
411
 (2.40%) 
Consolidated Group in Japan
7
(The above three companies and consolidated 
subsidiaries in Japan
8)
(As of June 1 of each year)
909
 (2.26%) 
995
 (2.31%) 
1,010 
 (2.31%) 
1,061
 (2.39%) 
6. The calculation is based on the Act for Promotion of Employment of Persons with Disabilities. Figures for 2022 have been certified by independent 
third-party organization, KPMG AZSA Sustainability Co., Ltd.
7. Some data for NEC Corporation and its domestic consolidated subsidiaries for 2022 and earlier has been restated due to changes in the scope of data 
aggregation for previous years.
8. Wholly owned subsidiaries in Japan, excluding application to affiliates under the Act for Promotion of Employment of Persons with Disabilities. The 
number of employees of NEC Corporation and consolidated subsidiaries based in Japan was approx. 59,000 in 2020, approx. 63,000 in 2021 and 
2022, and approx. 64,000 in 2023 (As of June 1 for each year).
Special Subsidiary Company: NEC Friendly Staff, Ltd.
In March 2003, NEC Corporation established NEC Friendly Staff, Ltd., as a special subsidiary company for employing people 
with disabilities, including people with intellectual or mental disabilities. The subsidiary’s head office is located at the NEC 
Fuchu Plant, and employees work at offices in Tamachi, Abiko, and Tamagawa. As of June 1, 2023, the company employs 159 
people with disabilities.
Hiring of People with Disabilities
Inclusion of Mid-career Hires
 Securing and Retaining Employees and Labour Practices (Hiring and Attrition)

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
39
Inclusion and Diversity
LGBTQ Initiatives
In creating a workplace environment where every individual can fully express themselves without fear of discrimination, we 
believe that having a correct understanding of LGBTQ issues and increasing the number of “allies”* are top priorities. Also, to 
provide LGBTQ employees with equal opportunities to use our systems, since fiscal 2020, we have provided training for 
management to better understand LGBTQ issues as well as training for employees who work at our primary consultation desk 
to ensure LGBTQ employees who use the service can do so with a sense of safety and peace of mind.
* Someone who understands the situation of, and strongly supports, LGBTQ individuals
Launch of an Ally Community and the Promotion of Understanding Among Employees
• A visible consultation desk (ALLY) responds directly to inquiries and consultation requests from LGBTQ employees. 
• A community of LGBTQ allies was launched by volunteer employees in the NEC Group to start promoting understanding 
through information dissemination, events, and other initatives.
• To coincide with PRIDE Month in June, the Group invited LGBTQ people from outside the Company to a Companywide 
online event with around 1,500 participants, helping to accelerate understanding.
Revision of Internal Regulations
In October 2019, we revised 14 internal regulations, such as adding “a person who is a de facto marriage partner or in a partner 
relationship” to the definition of “spouse” in order to give de facto marriage partners, including same-sex marriage partners, 
equal treatment to legally married couples.
Participation in DIVERSITY CAREER FORUM 2022 as a Sponsor
For the sixth consecutive year, we exhibited at DIVERSITY CAREER FORUM. The fiscal 2023 forum was held online, and university 
students with a high level of interest in diversity issues participated from all over Japan. Through the conference, we provided 
participating students with an understanding of our I&D initiatives. Also, at an online networking event, our LGBTQ allies and 
promoters of I&D took the platform as role models and spoke directly with participating students.
Rated “Gold” in PRIDE Index 2022
• Repeating our achievement in fiscal 2021 and fiscal 2022, we received a “Gold” rating—the highest rating—in PRIDE Index 
2022, which is formulated by the voluntary organization “work with Pride” and reflects evaluations of initiatives for LGBTQ 
individuals and other sexual minorities at companies and organizations in Japan.
• We met five out of five of the evaluation criteria with respect to a declaration of conduct, a community of concerned parties, 
awareness-raising activities, human resource systems and programs, and social contributions and liaison activities.
Toward Fair Recruitment Activities
We added the following items about LGBTQ issues in interview manuals. Since then, we have been promoting awareness so 
that recruiters can carry out interviews appropriately. We also abolished the field for stating gender on the entry form.
• Absolutely do not conduct interviews that discriminate or violate human dignity from the perspective of human rights
• Even if a person comes out as LGBTQ, for example, during an interview, do not ask questions only concerning LGBTQ issues
• Judge a candidate only by the person’s capabilities and suitability for the job
Employment of Foreign Nationals
Measures for the Promotion of Global Recruitment of Human Resources
To achieve global business expansion, NEC is working through the following initiatives to recruit non-Japanese individuals in 
its research, technology, sales, and corporate administration departments.
 Human Resource Development 
• In addition to accepting international students as new graduate hires, NEC also conducts recruiting activities targeting 
researchers at overseas universities, such as the Indian Institute of Technology. (Number of new non-Japanese graduate 
hires in fiscal 2023: 4)
• We work proactively to recruit employees of international subsidiaries for employment at the NEC head office, to facilitate 
interactions with these personnel and to develop human resources.
• This system enables international students, Japanese students enrolled in universities abroad, and other students studying 
abroad to join the Company in October instead of April, when new employees usually join Japanese companies.
• A prayer room has been established in the head office building for employees who need to make religious observances.
FY2020
FY2021
FY2022
FY2023
Number of employees with non-Japanese 
citizenship
290
251
239
239
Supporting Diverse Workstyles for Seniors
Extended Employment
• NEC has introduced a post-retirement re-employment system for employees who wish to work beyond the age of 60.
• Since fiscal 2021, NEC has operated a personnel recruiting system and flexible treatment based on the system for those 
extending their employment that works to match the needs of individuals and hiring organizations, based on the type of 
work, job description, employment terms, and other conditions.
• Personnel recruiting system and flexible treatment based on the system for those extending their employment
Dispatch and Placement Arrangements to Locations Inside and Outside the Group
• Beginning from fiscal 2022, NEC launched a career consultation and matching service to boost employees’ sense of career 
ownership through a lifelong career at NEC. This initiative creates opportunities for senior personnel to make long-term 
contributions to society in ways suited to their lifestyles.

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
40
Securing and Retaining Employees and Labour Practices
Policy on Securing and Retaining Employees and Labour Practices
To realize corporate growth and personal growth and happiness in accordance with its HR Policy, NEC develops and fairly 
evaluates personnel, who drive the growth of its businesses. We also work to create an environment where employees can 
work with ease and comfort and thereby display a high level of performance.
Aiming to realize fair assessments, NEC has established a system that evaluates employees based on their contributions to 
businesses, regardless of such attributes as age or gender. We pay appropriate wages and bonuses according to employees’ 
roles and results based on various laws and regulations, labour agreements, and internal regulations. In addition, for regular 
employees, we have introduced medium- to long-term incentives, including a retirement lump-sum plan, a defined 
contribution pension, and employee stock ownership plan (introduced for NEC Corporation and a part of the NEC Group).
Furthermore, bearing in mind the import of laws pertaining to equal pay for equal work, we have enabled fixed-term contract 
employees and other non-regular employees to use some of the systems established for regular employees.
At NEC, labour and management are working together to implement flexible workstyles, prevent overwork, and encourage 
employees to take leave in compliance with the relevant legal systems of each country. In addition to these systems, we are 
bringing about a rewarding work environment through discussions and by cooperating with the workers union and management 
on issues covering the personnel system, benefit programs, the realization of work–life balance, and a workstyle by which all 
employees have the opportunity to reach their full potential. In particular, we have childcare and nursing care systems that 
exceed statutory minimums and have led other companies in the establishment of a teleworking system, which we introduced as 
early as 2000. Through these and other initiatives, we are working to create an environment where diverse personnel can play  
a part.
 Human Resource Development 
Medium- to Long-term Targets, Priority Activities and Progress, Achievements, and Issues
Medium- to Long-term Targets and Priority Activities (Scope: NEC Corporation unless otherwise specified) Period: April 2021 to March 2026
1. Employer of Choice—Transformation into an employer of choice and increase in job satisfaction
• Engagement score of 50%
1
1. According to a survey by Kincentric, a global human resources consulting firm. A score of 50% roughly corresponds to the global top 25th percentile, 
Tier 1 level. 
2. Establish conditions that provide the optimal place and the optimal time in striving to elicit optimum performance
• Provide the experience necessary for employees to facilitate their own growth
• Implement office reforms that foster trust and co-creation
• Provide a workplace that allows for seamless execution of duties that overcome time and space restrictions
• Foster a work culture that encourages a diverse range of human resources to provide value
FY2023 Goals, Progress, Achievements and Issues, and FY2024 Goals
FY2023 Goals
1. Increase motivation
• Achieve yearly 5-point increase on Pulse Survey score 
(Job fulfillment score/Productivity score/Condition score) 
2. Establish conditions that provide the optimal place and the optimal time in 
striving to elicit optimum performance
 (1) Promote self-determination of an ideal workplace and time to support 
well-being
• Establish a variety of workspaces that utilize digital mechanisms such as 
congestion detection and other systems, as well as spaces for interaction with 
people outside the Company
• Expand eligibility for remote workers, enabling application of the systems 
regardless of whether an employee has a compelling reason
 (2) Promote initiatives to improve productivity and engagement within  
the organization
• Assess organizational soundness via data analysis and introduce  
productivity assessment
• Expand the number of active users of the “Thanks/Praise” system within the 
NEC Group (15,000 people)
Progress, Achievements and Issues
1. Increase motivation
 Scores in Pulse Surveys improved at NEC and its consolidated subsidiaries (March 
2022 to February 2023) Job fulfillment score: +1.9 points, productivity score: +0.7 
points, condition score: +2.1 points
2. Establish conditions that provide the optimal place and the optimal time in 
striving to elicit optimum performance
 (1) Reformed offices to build trust and spur co-creation
• Implemented new teamwork-focused designs to establish offices as 
Communication-Hubs
- Created floor layouts and concept guides
• In addition to the FIELD at Head Office, opened Innovation-Hubs in Osaka, 
Shin-Kiba, and Tamachi
• Introduced rules for remote work in November 2021 for employees with a 
compelling reason. Updated guidelines for remote work as a way of working 
while at home or places far removed from assigned worksites. Abolished the 
eligibility restriction of having a compelling reason in July 2022
 (2) Promote initiatives to improve productivity and engagement within 
 the organization
• Continued development of two dashboards that visualize workloads of 
employees in terms of their mental and physical condition, by using data 
accumulated in data platforms for diagnosing organizational soundness
• Introduced a Groupwide “Thanks/Praise” system at NEC in November 2021, 
as a measure for the purpose of fostering a culture where employees mutually 
commend and build up each other through positive feedback by showing 
gratitude using stickers. Expanded the system throughout the NEC Group 
(except for certain Group companies) the following year in April 2022 (100% 
introduction rate)
• Active users of “Thanks/Praise” system reach 14,713 people (including the 
NEC Group)
FY2024 Goals
1. Increase engagement score
2023 One NEC Survey engagement score: +5 points year on year
2. Establish conditions that provide the optimal place and the optimal time in 
striving to elicit optimum performance
 (1) Promote self-determination of an ideal workplace and time to support 
well-being
• Accelerate building of Communication-Hubs and roll out Innovation Hub 
FIELDs to several bases, including Tamagawa and Sapporo
• Response to further workstyle changes since COVID-19 was recategorized as a 
Class 5 disease in Japan
 (2) Promote initiatives to improve productivity and engagement within  
the organization
• Expand data types subject to analysis and analysis angles (productivity and 
effects of work) in health checkups
• Set evaluation indicators for “Thanks/Praise” and conduct events, etc. to 
enhance the effectiveness of measures

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
41
Securing and Retaining Employees and Labour Practices
System for Securing and Retaining Employees and Labour Practices
GRI
2-30
402-1
The People and Culture Division and business units play a leading role in liaison and coordination between workers and 
management. Making reference to the various guidelines put forth by the International Labour Organization (ILO) and other 
bodies, the NEC Group Human Rights Policy acknowledges employees’ three primary labour rights—the right to organize, the 
right to collective bargaining, and the right to collective action. In addition, the labour agreement that NEC has concluded 
with NEC labour unions guarantees the right of workers to bargain collectively and stipulates that management must consult 
with workers if any changes are to be made to important labour conditions, such as wages and work hours. To provide a 
venue for such discussions, a central labour and management council meeting is held biannually.
In addition, at NEC Corporation, the labour agreement states that all employees are labour union members, except for certain 
general employees who conduct management duties or designated operations.
NEC’s labour union is called the NEC Workers’ Union, and is a member of the NEC Group Federation of Workers’ Unions, which 
is a federation of workers unions of certain NEC Group companies (Approx. 44,100 union members as of September 2022).
Furthermore, the NEC Group Federation of Workers’ Unions is a member of an umbrella organization, the Japanese Electrical, 
Electronic and Information Union.
Labour-management relationships are stable, and there are no particular issues of note.
Contribution to Initiatives Related to Labour Standards
NEC is a member of certain working groups set up by the Labour Policy Council, which conducts investigation and deliberation 
of important matters regarding labour policy in response to inquiries from the Minister of Health, Labour and Welfare  
and others. 
Employee Evaluations
GRI
404-3
Evaluations That Promote Personal Growth
NEC conducts two-way dialogues between managers and their supervisors to serve as the basis for personnel evaluation and 
development. These one-on-one meetings, which are held between all employees and their supervisors, help align the goals 
of each employee in their roles with the goals of the Company’s business strategy. Presently, about half of NEC employees 
have these one-on-one meetings at least once a month.
• To achieve business goals, supervisors provide coaching aimed at business management and help employees with growth 
and career development.
• In fiscal 2019, the Group adopted the Code of Values as a shared standard of conduct. Since then, in one-on-one meetings, 
supervisors have been providing feedback and coaching that, while focused on results, places increased emphasis  
on conduct.
• The Company introduced “Feedback from Others,” a system for receiving multifaceted, 360-degree feedback. We provide 
managers with training to increase their managerial capabilities and help them to elicit independence, creativity, motivation, 
and autonomy from the members of their team and maximize team performance.
In cases other than employee preference, where it is necessary for work, workplaces and workstyles may be changed or 
employees may be transferred or sent on assignment. However, in these cases, the labour agreement stipulates that the 
labour union must be notified at least seven days in advance.
Long-Term Incentives for Employees
Initiatives Aimed at Heightening Motivation with Respect to Career Development
NEC Corporation has prepared retirement allowances calculated based on a bonus-linked point system and defined 
contribution pension plans as retirement benefit and pension programs. We have transitioned away from a defined benefit 
pension plan, which was premised on long-term employment, to focus on our defined contribution plan, so as not to limit the 
range of career options open to employees, to ensure that new graduate hires and mid-career hires are treated fairly, and to 
motivate employees to develop long-term careers in a variety of directions, be it inside or outside the Company.
Benefits and Welfare System
In April 2020, NEC Corporation launched a new “cafeteria-style” benefits and welfare system called “Will be.” It allows 
employees, including contract, temporary, and part-time workers, to select and design their own benefits rather than 
following a benefits and welfare system prepared by the Company based on an assumed model life plan. Under this benefits 
and welfare system, employees are granted a certain number of points, and they can select various benefits and welfare 
services within the scope of their points, according to their needs. There are a wide range of options to meet employees’ 
various needs, such as self-investment for growth, health improvement services, assistance for use of childcare and nursing 
care services, donations to volunteer groups and disaster-affected areas, purchase of time-saving home appliances,  
and so forth.
We provide employees who are providing childcare and nursing care with special points that are separate from their basic 
earned points.
In fiscal 2023, we expanded the scope for nursing care points so that they can be used with grandparents or people in the 
“Needed Support” category under Japanese law. Furthermore, we revised the system so that employees using childcare 
points or nursing care points can each receive these benefits fairly on an individual basis, rather than allocating them by 
household as before.
As of March 31, 2023, approximately 19,000 people applied for these services online.
NEC Pension Plan 
In October 2020, NEC switched to a single defined contribution pension plan. In operating the plan, meetings of the NEC 
Group Defined Contribution Pension Committee are convened by the labour–management councils of the Company to 
ensure continuous, employee-oriented monitoring over the provision of defined contribution investment products.
In fiscal 2023, as part of a revision of defined contribution investment products that had been in progress since the previous 
fiscal year, the Group excluded defined contribution investment products for the first time since introducing the defined 
contribution pension plan. When excluding the products, we introduced designated investment products so that members’ 
benefits would not be impaired due to procedural errors, etc. We also provided careful notification and reminders to holders 
of excluded products, and 70% of those eligible had been able to revise their products autonomously by the cut-off date. 
Moreover, in our continuous investment education, we have broadly revised the educational content covering defined 
contribution pension plans, and revamped the program into a microlearning format that can pinpoint the parts that need to 
be covered based on individual comprehension. We have also provided an individual consultation desk to provide advice on 
asset formation and by conducting an employee survey to examine measures for improving financial well-being, we are 
working to meet the asset formation-related needs of our diversifying workforce.

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
42
Securing and Retaining Employees and Labour Practices
Hiring and Attrition
GRI
401-1
Initiatives to Hire New Graduates
Conducting initiatives to secure diverse human resources through job-matching hiring
• Starting with the new graduate hires who will join the Company in March 2024, we will carry out job-matching hiring. We will 
present around 60 students with a job description for the division and work type, then have the students sit a test regarding 
their desired department and work type, guaranteeing an initial placement if they pass.
• Division and work type include technology-type positions and system engineering, as well as specialized positions such as 
legal affairs, accounting, and human resources and general affairs. Around 70% of the planned hires have been hired through 
job-matching hiring. For sales and general staff employees, we will continue to carry out bulk screening as before. 
• Since fiscal 2021, we have utilized a system that entails hiring new graduates for specific jobs. Rather than paying talented 
new employees starting salaries based on their academic background, the new system provides remuneration based on the 
roles that the new employees assume.
• In an effort to acquire and develop top-level R&D talent, we have introduced the Selective Compensation Program for 
Professional Researchers targeting leading young researchers (including new graduates), with no upper limit on 
compensation for non-managerial employees.
Increase in Mid-career Hiring
To assign personnel to appropriate positions in a timely manner, we have conducted a wide-ranging review of the way we 
utilize human resources. We are hiring more mid-career personnel, who enable us to implement business strategies 
immediately. This includes the utilization of external human resources. Thanks to our initiatives in this regard, in fiscal 2023 
we hired 596 such personnel, which is roughly a 1:1 ratio with new graduate hires, and is helping speed up job-specific human 
resource management.
• In fiscal 2023, we hired 69 employees using a referral recruitment system that uses the personal networks of NEC employees.
• In fiscal 2023, we hired 71 employees using a direct sourcing service for directly contacting prospective employees.
Inclusion of Mid-career Hires
We hired 596 mid-career hires in fiscal 2023, around the same number as new graduate hires. In light of the increasing number 
of mid-career hires, we are implementing the following initiatives.
• We have been providing web-based training on interviewing to employees responsible for conducting interviews with 
prospective mid-career hires.
• Mid-career hires join an online orientation.
• We distribute onboarding manuals to departments to which mid-career hires are assigned.
• We collect employee feedback via our Voice of Employees questionnaire after a fixed period upon joining NEC.
Mid-career hires have diverse approaches and perspectives based on their experience working at other companies outside 
NEC. These employees serve as the catalyst for cultural transformation by putting forth ideas to improve existing operations 
in their assigned places of work.
Human Resource Development
Corporate Citizenship Activities
FY2020
FY2021
FY2022
FY2023
Turnover rate
3.5%
2.5%
2.9%
3.6%
Three-year retention rate of new 
graduate hires
FY2020
FY2021
FY2022
FY2023
New graduate hire 
retention
2
Total
89.1%
90.7%
93.6%
94.9%
Male
88.0%
90.6%
92.7%
93.1%
Female
91.7%
91.2%
95.5%
98.6%
2. The fiscal 2023 figures are the percentages of the new graduates hired on April 1, 2020, who were still employed by the Company 
three years later (April 1, 2023). The fiscal 2020 to fiscal 2022 figures have been calculated in a similar manner.
Data related to hiring
FY2020
FY2021
FY2022
FY2023
FY2024
Number of new employees
Total
703
1,012
1,196
1,256
New graduate hires 
(Employees who joined 
the Company on April 
1 of each year, 
including those who 
joined through 
year-round 
recruitment of the 
previous year)
ー
630
577
660
600
Mid-career hires
ー
382
619
596
Number of new employees 
by gender (ratio)
Total
703
1,012
1,196
1,256
Male
515
721
872
912
Female
188
 (26.7%) 
291
 (28.8%) 
324
 (27.1%) 
344
 (27.4%) 
Number of new employees 
who are new graduates 
with non-Japanese 
citizenship
17
11
5
4
Average length of employment (years)
2020
2021
2022
2023
Total
19.2
18.9
18.5
18.1
Male
19.4
19.2
18.9
18.5
Female
18.3
17.8
17.3
16.8
Note: The total for 2023 has been certified by independent third-party organization, KPMG AZSA Sustainability Co., Ltd.

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
43
Securing and Retaining Employees and Labour Practices
Employee Survey
One NEC Survey
To realize NEC’s Purpose, we believe highly motivated employees are essential, and we have been conducting initiatives 
aimed at transforming into an employer of choice. Once a year, we conduct a global survey of all NEC Group employees, 
aiming to achieve an engagement score of 50%
3 by fiscal 2026. By achieving this score, we aim to become a highly engaged 
team corresponding to Tier 1 at the global level. The whole Company is continuing to undertake these initiatives.
3. According to a survey by Kincentric, a global human resources consulting firm. A score of 50% roughly corresponds to the global top 25th percentile, 
Tier 1 level.
Employee Satisfaction
Employee engagement index
FY2020
FY2021
FY2022
FY2023
NEC Group
20%
25%
35%
36%
Positive response rate to questions regarding the management team in a survey by 
global human resources consulting firm Kincentric
FY2023
NEC Group
31%
Response rate of employee survey
FY2020
FY2021
FY2022
FY2023
NEC Corporation and consolidated 
subsidiaries in Japan
87%
4
86%
4
88%
5
85%
6 
Consolidated subsidiaries abroad
75%
7
80%
8
76%
9
82%
10
NEC Group
ー
84%
86%
85%
4. Scope: 21 companies   5. Scope: 27 companies   6. Scope: 15 companies   7. Scope: 43 companies    
8. Scope: 52 companies   9. Scope: 55 companies   10. Scope: 23 companies
Compensation 
GRI
401-2
405-2
Bonuses are paid twice annually, calculated based on the Company’s performance and individual evaluations. Moreover, 
starting salaries for new graduate hires have been increased with the expectation of further participation of young employees 
and with a view to strengthening the Company’s competitiveness in hiring.
Average annual salary (million yen)
FY2020
FY2021
FY2022
FY2023
Total
8.15
8.29
8.14
8.43
Male
ー
ー
ー
8.92
Female
ー
ー
ー
6.61
Starting monthly salary (yen)
Doctoral 
program 
graduates
Master’s 
degree 
graduates
Bachelor’s 
degree 
graduates
New graduate hires in April 2023
314,500
261,000
237,000
Wage disparity between men and 
women (male to female ratio)
11
FY2023
All workers
73.7%
Of which, regular workers
73.0%
Of which, part-time and limited-term workers
87.2%
Presentation categories have changed from fiscal 2023.
11. The disparity between wages of male and female workers at the Company and at many consolidated subsidiaries is in the 70th percentile. The 
different numbers of men and women in management positions, which have relatively high wages, is likely to have an impact on the overall 
disparity. The wage disparity by position for officers of the Company is around the mid 90th percentile, which is considered small.
Please refer to the annual securities report for consolidated figures.
Annual Securities Report (Japanese only) 
Wage disparity between men and 
women (male to female ratio)
12
FY2021
FY2022
Management
96.8%
97.8%
Assistant managers
97.9%
99.3%
Other employees (without job titles)
101.6%
100.7%
12. The impacts of factors such as childcare leave and reduced working hours for childcare are excluded from the calculations.

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
44
Securing and Retaining Employees and Labour Practices
Healthy Work–life Balance: Support for Those Balancing Work with Family Commitments 
Support for Childcare and Nursing Care Support
GRI
401-3
Support for Childcare
NEC Corporation supports employees who are balancing work with childcare with benefits such as childcare leave and 
reduced working hours, in addition to measures such as the following. 
• Management training on supporting those balancing work with family commitments, and practice-based training for 
employees on childcare leave
• Allocation of additional points to employees with pre-school aged children under the cafeteria-style benefits and welfare 
system, “Will be”
• Provision of a parent fund (a payment of 550,000 yen to employees who have become new parents) and a lump-sum 
payment upon the birth of a child
NEC Corporation acquired the “Kurumin” Next-generation Support Certification Mark from Japan’s Ministry of Health, Labour 
and Welfare in 2007, 2012, and 2015 in recognition of the Company’s initiatives for childcare. We implemented a series of 
measures, even including measures that are not incorporated in the action plan, and further improved the work–life balance 
of our employees. As a result of these measures, NEC Corporation acquired the “Platinum Kurumin” certification in 2018.
The Company is encouraging greater understanding and utilization of childcare leave among male employees by issuing a 
Guide for Childcare Leave for Men in line with post-natal paternity leave (childcare leave at the time of childbirth) under the 
revised Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other 
Family Members and by publishing stories about the experiences of men who have taken childcare leave.
 External Ratings and Evaluations 
Data related to childcare support
FY2020
FY2021
FY2022
FY2023
Number of employees 
utilizing childcare leave
13
Total
142
180
187
204
Male
29
63
71
99
Female
113
117
116
105
Ratio of employees 
returning to work after 
childcare leave
14
ー
98.5%
99.0%
98.6%
Number of employees 
working shorter hours due 
to childcare
Total
781
765
489
421
Male
14
5
7
8
Female
767
760
482
413
13. Number of employees who started childcare leave in the relevant fiscal year under review (excluding corporate officers, temporary employees and 
advisors; does not include those seconded from other companies to NEC and includes those seconded from NEC to other companies) 
Some data for fiscal 2022 and earlier has been restated due to changes in the scope of data aggregation for previous years. 
Totals for fiscal 2023 have been certified by independent third-party organization, KPMG AZSA Sustainability Co., Ltd.
14. Some data has been restated due to changes in the scope of data aggregation for previous years. 
The rate of utilization of childcare leave, etc., has been calculated based on the Act on Childcare Leave, Caregiver Leave, and Other Measures for the 
Welfare of Workers Caring for Children or Other Family Members. Spousal maternity leave has not been included. 
Nursing Care Support
To support employees to balance work and nursing care, we have established systems such as nursing care leave, shorter 
working hours, and shorter working days.
In addition, a nursing care plan has been set up within “Will be,” the cafeteria-style benefits and welfare system, to provide 
employees with a variety of support to meet their needs as they balance nursing care and work.
From fiscal 2021, the number of employees working reduced hours to fulfill their childcare and nursing care responsibilities 
will decrease. We believe that this is because the spread of telework and super flex time has led to an increase in the number 
of employees who are able to balance work with childcare or nursing care without having to work shorter hours. In addition, 
as a result of encouraging male employees to take childcare leave, the number of employees doing so is increasing.
Data related to nursing care 
support
FY2020
FY2021
FY2022
FY2023
Number of employees 
utilizing nursing  
care leave
15 
Total
15
12
16
17
Male
7
8
9
7
Female
8
4
7
10
Number of employees 
working shorter hours due 
to nursing care 
Total
26
20
7
10
Male
10
5
0
3
Female
16
15
7
7
15. Number of employees who took nursing care leave in the relevant fiscal year (excluding corporate officers, temporary employees and advisors; 
does not include those seconded from other companies to NEC and includes those seconded from NEC to other companies) 
Totals for fiscal 2023 have been certified by independent third-party organization, KPMG AZSA Sustainability Co., Ltd.

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
45
Securing and Retaining Employees and Labour Practices
Healthy Work–Life Balance: Workstyle Reforms
Measures to Support Diverse and Flexible Workstyles
Promoting Smart Work 2.0
NEC is working to enable individual employees and teams to display a high level of performance by implementing a hybrid 
workstyle that optimally combines on-site and remote workstyles.
• We operate internal and external satellite offices, in addition to the work from home system.
• Communication-Hubs have been developed to enable team members to exchange opinions openly in an environment that 
provides high psychological safety, build relationships of trust and align their directions.
• Innovation-Hubs have been developed to seize the future through connections with various stakeholders, including 
customers, and across organizational and social frameworks.
• FIELD has been established as a space for co-creation involving meals.
• We introduced a flextime system without core working hours (“super flex”).
• In fiscal 2022, we established guidelines for long-distance work to facilitate a workstyle for people who reside in locations far 
from their traditional workplace. Since fiscal 2023, this has been available regardless of whether there is a compelling reason 
for wanting to reside in a distant location.
Special Jury Prize in the Nikkei Smart Work Awards 2023
NEC received a five-star rating in the Nikkei Smart Work Survey, ranking in the top 24 of the 813 companies that responded to 
the survey. The Company was also selected to receive the Special Jury Prize in recognition of its excellent systems for 
promoting health, including mental health, and for receiving a five-star rating for three consecutive years.
Introduction of “Thanks/Praise” Platform
In November 2021, we introduced the “Thanks/Praise” platform, which is aimed at facilitating light, positive feedback using 
stickers in an effort to foster a culture of mutual acknowledgment and enhancement. The program was expanded throughout 
the NEC Group (except for certain Group companies) the following year in April 2022.
Work–Life Balance
NEC grants all employees annual paid leave, and also grants a separate allowance of five days per year of family friendly leave 
(up to 20 days can be accumulated). Family friendly leave is paid leave that can be used for reasons such as personal illness, a 
spouse or partner’s childbirth, childcare, attending children’s school events, family care and local volunteer activities.
The Company is also promoting work-life balance through the following initiatives.
• Following workers union and management deliberations, NEC Corporation and affiliated companies in Japan strengthened 
their initiatives to prevent excessive work by revising the standard for overtime, requiring a health check at 70 hours of 
overtime work, down from the previous 80 hours.
• We have also created systems that enable employees to have consultations with an industrial physician of their own volition, 
even if they have not exceeded the above standard.
• Work status is confirmed by workers union–management committees in each business unit and office and efforts are made 
to shorten work hours through workstyle reforms, ensure employee health and encourage workers to use paid leave.
• We established the Guideline for Balancing Treatment and Work for employees. The guideline indicates that employees can 
make use of systems such as short-time work or short-day work
16 to allow them to receive medical treatment or recover from 
cancer and other intractable diseases.
• NEC Corporation and affiliated companies in Japan updated their work hour management systems in line with the fiscal 
2020 revision of the Labour Standards Act. The Company put systems in place to properly ascertain work hours, rigorously 
manage overtime, identify potential risks that could lead to accidents during work hours at an early stage and implement 
countermeasures as necessary to prevent such accidents.
16. One day a week is predetermined as a non-work day, on which employees are allowed time off from work.
Number of days of annual paid leave 
and paid leave utilization ratio
FY2020
FY2021
FY2022
FY2023
Number of days of annual paid leave
(average for all employees, excluding 
carryover) 
21.5
21.5
21.5
21.5
Paid leave utilization ratio
67.6%
55.8%
59.0%
62.5%
Family friendly leave utilization ratio 
ー
ー
ー
33.9%
Work Hour Management
Employees’ average monthly overtime is as follows.
FY2020
FY2021
FY2022
FY2023
Average monthly overtime (hours)
19.0
19.9
21.6
22.1

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
46
Human Resource Development
Medium- to Long-term Targets, Priority Activities and Progress, Achievements, and Issues
Medium- to Long-term Targets and Priority Activities (Scope: NEC Corporation unless otherwise specified) Period: April 2021 to March 2026
1. Cultivate leadership and strengthen management capabilities in order to sustain a successful presence in the global market
2. Professional development to foster a successful business transformation
FY2023 Goals, Progress, Achievements and Issues, and FY2024 Goals
FY2023 Goals
1. Cultivate leadership and strengthen management capabilities in order to 
sustain a successful presence in the global market  
Strengthen succession planning pipeline (Diversify human resources and 
cultivate global leaders)
2. Professional development to foster a successful business transformation  
Train 10,000 human resources involved with DX by fiscal 2026
Progress, Achievements and Issues
1. Cultivate leadership and strengthen management capabilities in order to 
sustain a successful presence in the global market
• Promoted two women and two employees with non-Japanese citizenship to 
corporate officer positions
• Selected approximately 1,300 promising employees as candidates for the next 
generation of leaders, and gave them experience and training opportunities 
aimed at accelerating their growth (35% of nominees were women and foreign 
nationals, in a bid to diversify human resources)
2. Professional development to foster a successful business transformation
• Built a systematic human resource development promotion system linked with 
the growth of the DX business
• Created the definition of “human resources involved with DX,” and  
re-established requirements and training targets in order to strengthen 
personnel (refined and strengthened link with businesses)
• Reorganized training program for human resources involved with DX and 
continued to strengthen measures to shift and polish skills
- Conducted training focused on thought and behavior patterns (completed by 
270 people)
- Conducted training focused on digital technologies (completed by  
29,887 people)
FY2024 Goals
1. Cultivate leadership and strengthen management capabilities in order to 
sustain a successful presence in the global market
• Identify even more global and young talent, and accelerate their development
• Update training program for talent pool and promote higher-paced and more 
advanced training
• Enhance training centered on challenging cross-organization assignments
2. Professional development to foster a successful business transformation
• Further update and add sophistication to training programs based on the 
definition of “human resources involved with DX”
• Accelerate shift of internal personnel toward digital technologies in keeping with 
advances in DX business
• Strengthen progress monitoring in line with systematic development of human 
resources involved with DX
Human Resource Development Policy
Viewing people as its greatest management resource, NEC has been investing in them by transforming systems and improving 
environments in ways that maximize the capabilities of the Company’s personnel and organization.
HR Policy “NEC, for Those Who Seek Challenge”
To be an employer of choice that is always the preferred option not only of markets and customers but also of workers, we 
have been reforming our workplace environment and culture. The aim of these efforts is to ensure that each employee has a 
range of opportunities to take on challenges and grow and receives fair evaluations. Moreover, we are creating an atmosphere 
in which proactive employees can shine. The aforementioned reform initiatives are based on our Human Resources (HR) 
Policy “NEC, for Those Who Seek Challenge,” established in 2019.
HR Policy “NEC, for Those Who Seek Challenge”
NEC Way
The foundation of the reforms that take place within this workplace environment and culture is the NEC Way, which outlines 
the NEC Group’s Purpose and Code of Values. We have defined our Purpose as the creation of the social values of safety, 
security, fairness and efficiency to promote a more sustainable world where everyone has the chance to reach their full 
potential. With our sights set on realizing this Purpose, we are developing our organizational climate and culture while 
fostering personnel who have the passion and ambition to create new businesses, the capabilities to take on challenges 
beyond organizational boundaries, and the perseverance to accomplish initiatives.
NEC Way
Target Employee Engagement Score
Through these reform efforts, we hope to raise the employee engagement score to 50%
1 by fiscal 2026.
1. Based on a survey conducted by the global human resource consulting company Kincentric, a 50% score is in Tier 1, which approximately 
corresponds to the top 25th percentile of companies globally.

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
47
Human Resource Development
Human Resource Development System
GRI
404-3
With a view to realizing our HR Policy, we are rapidly responding to change and accelerating the establishment of systems that 
enable the timely assignment of personnel to appropriate positions.
Human Resources for Driving Transformation
We are reorganizing the roles of the People and Culture Division, which spearheads the human resource strategies that 
support business strategies. We have prepared a human resource model and defined the roles and responsibilities of each 
human resource business partner, shared service, and center of excellence. The center of excellence function plays a leading 
role in formulating human resource strategies and establishing optimal programs, systems, and policies and works with 
human resource business partners to implement measures for human resource development and training throughout the 
Company.
Training System for Heightening Expertise
We are conducting human resource development to strengthen the expertise of our workforce. These efforts are based on the 
Human Resources Management Committee—a cross-organizational body that plans, implements, and follows up on measures 
for specific job types, thereby contributing to the improvement of professional skills in the NEC Group.
Human Resource Foundations for One NEC
To realize the HR Policy, the NEC Group must unify its human resource foundations in-house, including those in Japan and 
abroad. The Company has therefore unified its human resource evaluations by conducting performance development at NEC 
Group companies as well as at NEC. Performance development encourages growth and changes in behavior by providing 
feedback that uses a system of nine blocks based on performance and the Code of Values, goal management, and one-on-
one meetings between supervisors and their team members.
Human Resource Development Programs
Develop Talent (Human Resource Development Program and Training)
GRI
404-2
Next-Generation Leadership Development
(1) Human resource discovery
• We have clarified the target profiles of next-generation leaders as well as the capabilities they are likely to need and compiled 
a list of approximately 1,300 promising personnel from our operations worldwide.
• We hold Talent Talks, in which corporate officers discuss promising personnel, and People & Organization Discussions, which 
focus on reflecting business strategy in organizational design and personnel assignment.
(2) Training program for the next generation of leaders
• We have developed a stratified leadership program to train the next generation of leaders. The program, which is conducted 
sequentially, was offered to approximately 100 promising personnel out of roughly 1,300 who applied.
• In fiscal 2023, 15 employees took part in the Advanced Leadership Program, 12 took part in the Beginning Leadership 
Program, and 11 took part in the Women’s Leadership Program, all of which featured feedback from corporate officers.
(3) Global human resource development
• We conduct global leadership programs to ensure that we assign the most globally competent personnel to  
leadership positions.
• We conduct the Senior Leader Program and the Rising Leader Program.
(4) Roundtable with corporate officers
• Held a roundtable discussion with executives and approximately 100 personnel with particular promise
• Provided opportunities for all promising personnel to engage in dialogue with executive officers
Development of Line Managers
• We have launched management training for newly appointed managers, focused on optimizing performance by maximizing 
both team cohesion as well as the initiative, creativity, passion, and autonomous behavior of each employee. A total of 873 
people participated.
Development of Personnel Conversant with Digital Technologies
• We built a systematic human resource development promotion system linked with the growth of the DX business and revised 
the definition of “human resources involved with DX,” as well as the requirements and training goals for these human 
resources, in an effort to enhance them. In keeping with this effort, we have reorganized our training program for these 
human resources and constantly improve measures to shift and improve their skill sets. In fiscal 2023, 270 people 
participated in training focusing on mindset and behavior, and 29,887 people participated in training focusing  
on technology.
Provision of Diverse Learning Opportunities through LinkedIn Learning
• In order to provide opportunities for learning to all employees in line with their learning needs, in fiscal 2021 NEC introduced 
LinkedIn Learning, an online video service that can be used flexibly in combination with reskilling, management, and other 
programs. In fiscal 2023, employees took an average of 10.6 courses via the service, with an average study time of two hours 
and 58 minutes.
Training Framework
Human Resource Development

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
48
Human Resource Development
Human Resource Development Programs
Developing Talent in Key Focus Areas
GRI
404-2
NEC is actively engaged in training and acquiring human resources who can use its core technologies to create value.
Training and Acquiring Top Researchers
• Utilized compensation systems with no upper limit for researchers with specialized expertise (Research Specialist Program, 
Selective Compensation Program for Professional Researchers for non-managerial positions)
• Enhanced hiring for applicants with PhDs
• Boosted hiring for researchers in data science, biometrics, networks, and security fields (Training and Acquisition of Human 
Resources Who Can Use Core Technologies to Create Social Value)
• Trained project leaders and technological architects via personnel exchanges between business divisions and  
research divisions
• Expanded business developer training to include researchers
• Enhanced mid-career hiring centered on research engineers and domain specialists
Diversity
• Cultivated researchers in Japan capable of tackling advanced global issues (70% of researchers have overseas work 
experience either through North American graduate schools or training programs inside or outside the Company)
• Actively recruited top talent from overseas research laboratories
• Recruited from leading international universities, such as the Indian Institute of Technology
Cultivation of Human Resources to Generate New Business
• Established a human resource development system for business development professionals (organization of skills and 
competencies for business development professionals, creation of practical training system)
Development of Information Security Professionals
Developing specialists who implement security by design
• NEC has been promoting a “security by design” (SBD) concept whereby security is taken into consideration for integration of 
products, systems, and services from the planning and design stages.
• We have fostered specialists who implement SBD and have assisted the security managers
2 of business divisions since  
fiscal 2020.
• Since fiscal 2022, we have introduced a new course for sales personnel. This enables participants to acquire the skills 
necessary to make appropriate security proposals, including incident case studies and security offerings.
2. Individuals responsible for providing information, project support, and incident response related to cyber security for each business division
Training for taking practical safety measures
• We use a virtual environment that simulates an e-commerce website and thereby provides a location where system 
engineers can practice taking practical security measures and acquire skills that increase the robustness of systems at their 
construction stage.
• In fiscal 2021, we made this virtual environment available remotely, which allowed our engineers to strengthen the security 
technologies that underpin our clients’ systems even during the COVID-19 pandemic.
Developing highly skilled cyber security personnel
• In fiscal 2021, we launched the NEC Cyber Security Analyst Program, which is a more practical version of the NEC Chief 
Information Security Officer Aide Training Program.
• Personnel well versed in cyber security technologies undergo an intensive six-month program to acquire the technical skills 
needed in the provision of advanced cyber security services, such as the work performed by the Computer Security Incident 
Response Team (CSRT) and risk hunting.
Widening our pool of cybersecurity human resources
• To raise the overall level of security skills across the NEC Group, we offer web-based training on the basic cyber security 
knowledge required by sales personnel and system engineers.
• Since fiscal 2016, NEC has held the NEC Security Skill Challenge, an in-house event for all employees aimed at building and 
reinforcing security skills that employees can use in their work. In fiscal 2023, a total of over 7,200 employees  
participated voluntarily.
• We strongly encourage employees to acquire public security qualifications, such as the internationally recognized Certified 
Information Systems Security Professional (CISSP) qualification and the Registered Information Security Specialist  
national qualification.
Investing in Human Resource Development
GRI
404-1
Number of training days per employee (days) and training cost per full-time employee (yen) are as follows.
Number of training days per employee (days)
FY2020
FY2021
FY2022
FY2023
Non-consolidated
5.8
5.1
6.6
8.0
NEC Corporation and consolidated subsidiaries in Japan
5.0
4.8
5.0
4.4
NEC Group
ー
3.2
3.3
2.9
Training cost per full-time employee
3 (yen)
FY2020
FY2021
FY2022
FY2023
Non-consolidated
133,712
107,825
146,230
161,282
NEC Corporation and consolidated subsidiaries in Japan
89,564
73,759
96,388
109,850
NEC Group
62,564
50,839
65,791
74,371
3. Includes fees for facility usage and transportation associated with training, as well as fees associated with acquiring qualifications needed for the 
organization’s business strategy

NEC ESG Databook 2023
Management for 
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Environment
Social
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49
Human Resource Development
Measuring the Effects of Human Resource Development
Human Capital Return on Investment
Human capital return on investment is as follows.
Human capital return on 
investment (%)
4
FY2020
FY2021
FY2022
FY2023
NEC Group
3.63
3.55
3.38
3.51
4. Revenue – (Selling, general and administrative expenses – Personnel expenses) / Personnel expenses
Initiative Outcomes Revealed by the One NEC Survey
Our annual One NEC Survey of employees of NEC Corporation and consolidated Group subsidiaries showed a two-point 
increase in the rate of positive responses to questions regarding career and self-development, compared with fiscal 2022, at 
both NEC Corporation and its consolidated subsidiaries.
Programs for Upgrading Employee Skills and Transition Assistance Programs
NEC Life Career
To enable each employee to grow and be happy by pursuing a career in line with their values, NEC provides an environment 
where employees can think about and act on career plans. We have put in place systems that support and encourage the 
efforts of employees to take the initiative in improving their skills and in pursuing challenging professional roles. Specifically, 
in fiscal 2021 we renewed and reorganized a set of training programs and systems aimed at self-starting career development 
and relaunched our career training curriculum under the name Career Design Workshop. Moreover, with the aim of 
strengthening our ability to support employees’ career ownership, we established NEC Life Career, Ltd., in 2020.
Stronger Support for Employees’ Independent Career Development
As part of its Human Resources Policy, “NEC, for Those Who Seek Challenge,” NEC established the Career Design Workshop to 
help employees take greater ownership of and realize their career plans. The workshop is spearheaded by NEC Life Career, 
Ltd., which was established in October 2020, and was conducted for 5,500 employees ranging from their 20s to their 50s. We 
also held individual career consultations with over 3,000 employees who applied for the service.
In addition, when employees express interest in the opportunity to try taking on new types of work inside or outside the 
Group, we provide support to help them get settled and achieve success. As businesses and strategies change and 
organization functions change accordingly, we work vigorously to provide reskilling programs to organizations that require 
new functions, in addition to initiatives to increase organizational strength.
Introduction of an AI-enabled Recommendation Service to “NEC Growth Careers” (Employee and Position Matching) System
In the past, our system for matching employees and positions entailed employees reading job descriptions of published 
vacancies and then applying for positions that interested them. Alternatively, the personnel manager of a department with a 
vacancy would search published resumes and contact personnel who met the position’s requirements. In fiscal 2021, NEC 
began using its AI capabilities to generate job candidate recommendations. Specifically, we use machine learning to match 
the content of resumes with that of published vacancies. As well as giving employees more opportunities to take on 
challenges and grow and discover potential they did not know they had, the new service helps the personnel managers of 
departments with vacant positions efficiently select, secure, and assign the most suitable personnel.

NEC ESG Databook 2023
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Environment
Social
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50
Occupational Health and Safety
Occupational Health and Safety (OH&S) Policy
GRI
403-8
Safety
The Company is working to secure, maintain, and improve a working environment where people can work safely and healthily 
as a foundation for realizing its Purpose. To promote these efforts, we have stipulated the following action guidelines in the 
NEC Group Safety and Health Policy. This policy is approved by the CHRO, who is the corporate officer responsible, and it is 
applied not only to NEC’s officers and employees, but also to all people involved with NEC’s businesses and any other parties 
whose health and safety should be considered. 
NEC Group Safety and Health Policy Action Guidelines 
NEC has also formulated the Occupational Health & Safety Management Regulations as part of efforts to enhance the quality 
of its health and safety activities, and has established the NEC Group OH&S Management System, as well as conducting risk 
assessment and monitoring, and prevention and countermeasures. In the wider NEC Group, NEC Solutions (China) Co., Ltd. 
and NEC (UK) Ltd. have acquired ISO 45001 certification.
Occupational Health and Safety Management in Construction and Installation Work
 Construction Work Project Management 
Health
In fiscal 2020, NEC established the NEC Group Health Declaration. Rather than simply focusing on the prevention of illness 
among employees, the declaration calls for efforts to improve the health of employees so that they work with mental and 
physical vitality and achieve self-actualization. In this way, the Group aims to create even more social value.
NEC Group Health Declaration
We carry out a variety of health promotion activities driven by the slogan “Better Condition, Better Life.” These activities are 
conducted under that slogan based on three policies—Literacy, Practice, and Technology— and we seek to reform health 
awareness, change behavior, and support people in maintaining their behavioral changes.
In recognition of such initiatives, NEC was included in the 2022 Health & Productivity Stock Selection and received certification 
as a Health and Productivity Management Organization in 2023 (White 500) from Japan’s Ministry of Economy, Trade and 
Industry. Through health and productivity management, beginning from fiscal 2022, we will heighten job satisfaction and our 
employee engagement score and become an employer of choice, which is a goal of the Mid-term Management Plan 2025.
Medium- to Long-term Targets, Priority Activities and Progress, Achievements, and Issues
Medium- to Long-term Targets and Priority Activities (Scope: NEC Corporation unless otherwise specified) Period: April 2021 to March 2026
1. Maintain OH&S levels in a diverse work environment
2. Utilize health data (regular health checkup results, stress check results, etc.) strategically to clarify organizational issues and 
build a cycle for implementing and evaluating measures
FY2023 Goals, Progress, Achievements and Issues, and FY2024 Goals
FY2023 Goals
1. Maintain OH&S levels in a diverse work environment
• Raise the completion rate of Companywide online health and safety education 
(90% or higher)
• Pre-empt hazardous situations by conducting proactive risk assessments of safe 
construction processes
2. Utilize health data strategically to clarify organizational issues and build a cycle 
for implementing and evaluating measures
• Establish indicators to evaluate health across the organization
• Maintain certification as a Health & Productivity Stock Selected Company 
Progress, Achievements and Issues
1. Maintain OH&S levels in a diverse work environment
• Increased Companywide completion rate of online occupational health and 
safety training to 85.3% (18,516 people)
2. Utilize health data strategically to clarify organizational issues and build a cycle 
for implementing and evaluating measures
• Multifaceted preliminary examinations to evaluate health levels across  
the organization
• Maintain certification as a Health and Productivity Management Organization 
(White 500)
FY2024 Goals
1. Maintain OH&S levels in a diverse work environment
• Raise the completion rate of Companywide online health and safety education 
(90% or higher)
• Increase the number of near-miss report submissions (10% increase)
• Monitor the Group’s global health and safety activity status (once a year)
• Conduct regular management status surveys of Group company employees in 
Japan and abroad regarding human rights and occupational health and safety 
2. Utilize health data strategically to clarify organizational issues and build a cycle 
for implementing and evaluating measures
• Add and standardize questions about social health and emotional health in 
Pulse Surveys
• Certification as a Health and Productivity Management Organization (White 500) 
and re-certification as a Health & Productivity Stock

NEC ESG Databook 2023
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Occupational Health and Safety
Occupational Health and Safety System
GRI
403-1
The Human Resources and General Affairs Department establishes targets and key measures for the fiscal year in accordance 
with NEC’s Companywide OH&S Policy Action Guidelines and the NEC Group Health Declaration. To realize these targets and 
measures, the department operates a management system for preparing and implementing specific measures for each 
in-house geographical area, business site, and consolidated subsidiary in Japan, and for conducting internal audits and 
reviews. Particularly with regard to health and productivity management, the People Success Group and Wellness Promotion 
Center of the Human Resources and General Affairs Department and the NEC Health Insurance Association act as a health 
promotion team for the Company and its consolidated subsidiaries in Japan. As well as conducting independent health-
related activities, these organizations work in close collaboration and pool their data and expertise to advance initiatives. 
Furthermore, to help us achieve the goals of the Mid-term Management Plan 2025, we set KPIs in consultation with the CHRO 
and based on the World Health Organization’s definition of health as “a state of complete physical, mental, and social 
well-being.” Consequently, the KPIs now focus on social health along with our existing emphasis on physical and mental 
health. Under the direction of the CEO, the CHRO oversees activities related to occupational health and safety throughout the 
Company, including risk management, and reports on these activities to the Board of Directors.
The NEC Group’s Health and Productivity Management Implementation Framework
Occupational Health and Safety Management 
Risk Management Regarding Occupational Health and Safety
GRI
403-2
403-3
403-7
NEC conducts risk identification and countermeasures based on the NEC Group OH&S Management System. 
These initiatives are overseen by the Human Resources and General Affairs Department, with its internal organization, the 
Regional Affairs Department, which serves as a regional center handling routine matters by acting in the role of the 
promotion office. Specifically, the Regional Affairs Department holds health and safety committee meetings in each region 
and communicates details of their discussions and deliberations internally. It also receives inquiries from a wide range of 
employees and organizations as the internal contact desk.
Furthermore, labour union members also participate in a monthly worksite inspection conducted by an industrial physician, 
exchanging opinions with workplace representatives and gathering opinions. When new risks arise regarding health and 
disasters, the information is quickly gathered and used by the health and safety committees to make improvements.
Meanwhile, important matters such as a major disaster or pandemic are handled by the Business Strategy Committee 
attended by corporate management, such as the president or directors. The committee decides on important themes each 
year, reviews the flow for countermeasures, and conducts exercises. (Our response to the pandemic is described in the section 
on “Business Continuity.”)
Furthermore, we provide a channel for exchanging information with subsidiaries abroad to share safety confirmation 
information during disasters and take steps to ensure workplace safety.
 Crisis Management and Business Continuity 
Status of Labour-Management Discussions Regarding Occupational Health and Safety (Status of Health and Safety Committees, Etc.)
GRI
403-4
At each business site and base, health and safety committees meet each month in line with laws and regulations to take 
action on ensuring health and safety and promoting comfortable workplace environments. Committee members include 
health and safety commissioners and labour union representatives selected by each division, along with employee 
representatives, and industrial healthcare staff (industrial physicians, public health nurses, and registered nurses). They 
share information on the status of labour accidents and the targets for each fiscal year, as well as discussing new health 
and safety countermeasures and health-related measures, among others.
Training and Awareness-Raising Regarding Occupational Health and Safety
GRI
403-5
OH&S training rates and training completion rates are as follows.
FY2020
FY2021
FY2022
FY2023
Companywide OH&S training participants 
(ratio)
18,688
 (89.0%) 
18,380
 (90.9%) 
19,259
 (91.0%) 
18,516
 (85.3%)
Employees completing the Basic  
Lifesaving Workshop
142
109
120
251

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
52
Occupational Health and Safety
Status of Labour Accidents and Disasters
Trend in Status of Labour Accidents and Disasters
GRI
403-9
403-10
Labour accidents at NEC Corporation are mostly minor, such as tripping on stairs at train stations or falling on the street 
during business trips or sales calls. As such, there have been no major accidents. 
In addition, we have not identified any instances of serious violations of laws and regulations from related organizations.
When a labour accident occurs, the person responsible for monitoring labour accidents checks on the status of the person 
or persons affected by the accident, determines the cause, and implements measures to prevent a recurrence as needed, 
as laid out in the Company’s escalation rules. Even for minor labour accidents such as tripping or falling, the details and 
countermeasures are shared throughout the Company via the OH&S Committee, the intranet, and other means. We strive 
to prevent labour accidents that could be caused by natural disasters, for example, calling on employees to remain at 
home or to return home early if a typhoon or heavy snowfall is forecast.
Labour accidents and disasters
1
2019
2020
2021
2022
Frequency rate
Non-consolidated
0.2600
0.0300
0.0600
0.0600
Consolidated 
subsidiaries in Japan
0.0800
0.0600
0.1300
0.1600
Severity rate
Non-consolidated
0.0037
0.0000
0.0026
0.0002
Consolidated 
subsidiaries in Japan
0.0100
0.0000
0.0000
0.0000
1. The calculation methodology for labour accidents and disasters is as follows.
	 Data collection period: From January 1 to December 31 each year 
	 (For 2019, NEC Corporation data is for the period April 1, 2019 to March 31, 2020.)
	 1) Frequency rate
Lost time injury frequency rate = (number of lost time injuries / total number of work hours) × 1,000,000
	 2) Severity rate
Labour accident and disaster severity rate = (number of lost work days / total number of work hours) × 1,000 
Number of lost work days: In the case of death or serious injury = 7,500 days. In the case of temporary disability = the number of calendar days taken 
off work multiplied by 300/365  
NEC Corporation’s figures for 2022 have been certified by the independent third-party organization, KPMG AZSA Sustainability Co., Ltd.
Trends in Frequency Rate and Severity Rate
Response to Serious Global Health and Safety Issues
Countermeasures for Transmissible Diseases and Response to COVID-19
Countermeasures for Transmissible Diseases
At NEC, we have established a consultation window on transmissible diseases at wellness promotion centers, and we also use 
our intranet to provide information about how to prevent transmission and to remind people to exercise caution. In addition, 
we provide financial assistance for seasonal influenza vaccinations and various other types of vaccination as part of infection 
prevention countermeasures.
When employees are sent on assignment abroad, we make them aware of the need to be careful and receive vaccinations for 
transmissible diseases that are commonly seen in the local area, including transmissible diseases such as tuberculosis and 
malaria that are required to be reported. In addition, we pay careful attention to employees’ health management during 
transit and on their return to Japan.
Response to COVID-19
 Crisis Management and Business Continuity 
Health Management
Results and Medium-term Targets for Health Management Initiatives (As of March 31, 2023)
Overview of Health Management (Health Promotion)
GRI
403-6
NEC is working to promote health through the following initiatives.
Health Checkups
We provide blood tests for all employees of NEC Corporation and 24 affiliated companies in Japan, including all items covered 
in the regular health examination, with the goal of identifying lifestyle diseases at an early stage and responding quickly. This 
enables us to implement comprehensive countermeasures against lifestyle diseases right through from joining the Company 
to retirement.
Health Checkup Forecast Simulation
Approximately 60,000 NEC Group employees have been offered an online service that enables them to simulate their future 
health risks and learn what would happen if they improved their current lifestyle.

NEC ESG Databook 2023
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Social
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Occupational Health and Safety
Health Management
Overview of Health Management (Health Promotion)
GRI
403-6
Health Promotion Events
In fiscal 2023, we held 13 events, including exercise seminars conducted by professional trainers and lectures on diet, sleep, 
and cancer held by experts and industrial physicians. 18,406 people attended the events.
Smoking Cessation
Please refer to the following for NEC’s initiatives on smoking cessation.
Occupational Health and Safety
Measures against Cancer
In fiscal 2023, awareness-raising activities included inviting industrial physicians to conduct four seminars on themes ranging 
from cancer prevention through to treatment and support for employees receiving treatment. A total of 3,707 people attended 
the seminars.
To support those working while concurrently receiving treatment, in May 2018 we formulated guidelines covering the Company’s 
position, direction, points for employees and supervisors to be aware of, and so forth. Depending on the situation, we will 
support individual employees receiving treatment by coordinating with them, their workplaces, wellness promotion centers, 
and the Human Resources and General Affairs Department.
Health Support for Young Employees
NEC Corporation and 24 affiliated companies in Japan are implementing the following initiatives designed mainly to foster a 
self-care mindset.
Newly hired employees: a talk given by an industrial physician soon after joining the Company, and “freshers’ interview” 
health guidance provided by health nurses and clinical nurses after assignment.
27-year-olds: everyone is interviewed.
30-year-olds: “Health College 30” participatory group training.
Communication of Various Health-related Information
• Each month we provide monthly “Health News” information that can be implemented straight away using an intranet portal, 
digital signage, the labour union email magazine, and various other media and forums such as the health and safety 
committee meetings.
Initiatives for Preventing Lifestyle-related Diseases
Please refer to the following for NEC’s initiatives on preventing lifestyle-related diseases.
Occupational Health and Safety
Addressing Women’s Health
• We have conducted seminars on general women’s health, and seminars to spread awareness of types of cancer that affect 
women in particular.
• In fiscal 2022, we provided video content and discount coupons that can be used at various medical institutions for 
fertility treatments or other items. These services have been introduced in response to the three policies put forth by the 
Ministry of Economy, Trade and Industry to support diversity in health management (improvement of literacy, 
establishment of a consultation desk, and a comfortable work environment). (number of people who viewed video 
content in fiscal 2023: 4,006)
• We will add upon the aforementioned initiatives by establishing a consultation desk dedicated to women’s health issues 
within the Company.
• We participated in trial projects related to pregnancy and fertility treatment, provide pregnancy support and foster a 
corporate culture through awareness raising, provide personal care services including medical examinations and encourage 
treatment.
Mental Health Measures
We position mental healthcare as a key healthcare priority, and we are creating a healthy workplace by maintaining the 
mental health of our employees.
• Web-based training completion rate: 96.2% (target: NEC Corporation and 12 consolidated subsidiaries in Japan)
• Mental health training for managers
• Stress checks
• Mental Health Support Program
• Return-to-work support program
• Consultation desks (in-house/external)
NEC Health Insurance Association System
Measures against Cancer
In collaboration with the NEC Health Insurance Association, we have established an environment that allows employees to 
receive the same screening tests as they would at an external medical institution for a lower self-coverage cost, and to take 
the examinations during work hours. In fiscal 2023, we carried out measures to increase the rate of cancer diagnostic testing 
by providing a course of tests nationwide, including regular health examinations, to make it easier for people to undergo 
cancer screenings. As a result, testing locations were significantly increased and it was made possible to undergo regular 
health examinations and cancer screening tests at the same time. These measures have significantly increased the NEC 
Group’s cancer screening test rate, from 42.0% to a projected 51.9%.
Smoking Cessation Measures
In collaboration with the NEC Health Insurance Association, we provide an online Quit Smoking Program, which offers 
employees free outpatient consultations with a doctor about quitting smoking.
Dental Examinations
Employees have access to free dental checkups, which are provided based on a contract with the NEC Health  
Insurance Association.

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
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54
Respecting Human Rights
Policy on Respecting Human Rights
GRI
2-24
As a company that operates businesses globally, NEC is committed to reducing and preventing any negative impacts its 
corporate activities may have on the human rights of its stakeholders. Also, by making use of ICT, including social 
implementation of AI and utilization of biometrics and other data, we believe that we can provide the social values of 
safety, security, fairness and efficiency.
Guided by the NEC Way’s Principles, which express the behavior that we value as a company, NEC is dedicated to 
“Uncompromising Integrity and Respect for Human Rights,” while the NEC Group Code of Conduct governs the individual 
conduct of everyone from executives to employees by clearly requiring respect for human rights in all situations. NEC has also 
detailed its policy for respecting human rights across its entire value chain in the NEC Group Human Rights Policy.
NEC has identified four salient human rights issues by continuously evaluating actual and potential negative impacts on 
human rights, including indirect impacts not only of the NEC Group but also its suppliers and others. We are working to 
prevent and mitigate risks related to these issues. Furthermore, as a member of the ICT sector, we recognize one of these 
salient human rights issues, “Provision and Utilization of AI with Respect for Human Rights as the Highest Priority (AI and 
Human Rights),” as a priority management theme from an ESG perspective— materiality. As such, in addition to compliance 
with laws and regulations, NEC also plans to develop and supply products and services that are considerate of the different 
privacy needs of various countries and regions due to cultural perspectives and that are sensitive to human rights issues, such 
as discrimination. Through these means, NEC will strive not only to minimize adverse impacts on society but also to maximize 
social value.
NEC Group Human Rights Policy
GRI
2-24
In 2015, NEC formulated the NEC Group Human Rights Policy, declaring its intention to advance initiatives to promote respect 
for human rights across its entire value chain through dialogue and consultation with stakeholders and by implementing 
human rights due diligence.
1 Furthermore, in June 2022, the policy was revised and these revisions clearly show senior 
management’s commitment to respecting human rights as well as its governance system, as required by the United Nations 
Guiding Principles on Business and Human Rights (UNGPs). The policy was reported at the Board of Directors’ meeting held in 
fiscal 2023. In revising the policy, we held talks with a wide range of internal and external stakeholders, including labour 
unions, experts from the International Labor Organization (ILO), international NPOs, investors, and lawyers specializing in 
human rights and business. 
The NEC Group Human Rights Policy applies to all officers and employees of NEC and its consolidated subsidiaries, including 
fixed-term contract employees, temporary employees, and part-time employees. We also encourage our suppliers, business 
partners and customers to understand this policy and share our commitment to respecting human rights. This policy, as well 
as our initiatives for promoting respect for human rights based on this policy, will be reviewed periodically and updated or 
revised as necessary.
The policy supports international human rights standards relevant to NEC’s businesses and technologies, including those 
established in the United Nations’ International Bill of Human Rights,
2 the International Labour Organization (ILO) Core 
Labour Standards that consist of ten fundamental conventions in five categories, the UNGPs, the Organisation for Economic 
Co-operation and Development (OECD) Guidelines for Multinational Enterprises, and the International Labour Organization 
(ILO) Tripartite Declaration of Principles concerning Multinational Enterprises and Social Policy. Moreover, the policy stipulates 
that where national laws in the relevant jurisdiction conflict with internationally recognized human rights, we will seek ways 
to respect the principles of internationally recognized human rights.
 NEC Group Human Rights Policy 
1. A process that includes the assessment of risks and identification of issues caused by the Company’s business operations that have negative impacts 
on human rights, the response to these identified issues (their integration into management), the monitoring of the results, and the reporting 
of initiatives
2. This refers collectively to the Universal Declaration of Human Rights, the International Covenant on Economic, Social and Cultural Rights, and the 
International Covenant on Civil and Political Rights that were adopted by the UN General Assembly
  ILO Core Labour Standards that Consist of Ten Fundamental Conventions in Five Categories
Freedom of Association and 
the Effective Recognition of 
the Right to Collective 
Bargaining
Freedom of Association and Protection of the Right to Organise Convention  
(No. 87) 
The Right to Organise and Collective Bargaining Convention (No. 98) 
Elimination of All Forms of 
Forced or Compulsory 
Labour
Forced Labour Convention (No. 29) 
Abolition of Forced Labour Convention (No. 105) 
Effective Abolition of Child 
Labour
Minimum Age Convention (No. 138) 
Worst Forms of Child Labour Convention (No. 182) 
Elimination of 
Discrimination in Respect of 
Employment and 
Occupation
Equal Remuneration Convention (No. 100) 
Discrimination (Employment and Occupation) Convention (No. 111) 
Conditions for a Safe and 
Healthy Working 
Environment
Occupational Safety and Health Convention (No. 155) 
Promotional Framework for Occupational Safety and Health Recommendation 
(No. 187) 
Respect for the Rights of Children
NEC strives to prevent and mitigate adverse impacts of its products and services on children in support of the United 
Nations Convention on the Rights of the Child and the Children’s Rights and Business Principles,
3 which mentions the 
rights of vulnerable children, in addition to the international standards embedded in the NEC Group Human Rights Policy. 
In accordance with the Guidelines for Responsible Business Conduct in Supply Chains, NEC endeavors to abolish child 
labour from its supply chains and promote business activities and corporate citizenship activities that are based on 
consideration for human rights—including the rights of children.
3. Established by UNICEF, the UNGC, and Save the Children in 2012

NEC ESG Databook 2023
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Respecting Human Rights
Framework for Respecting Human Rights
GRI
2-24
The CEO of NEC Corporation oversees its human rights initiatives.
For salient human rights issues, a corporate officer is appointed to be in charge and promote human rights due diligence.
NEC promotes human rights initiatives in accordance with the UNGPs, with the Stakeholder Relations Department’s 
Sustainability Strategy Planning Office managing progress as secretariat.
The corporate officer in charge of sustainability promotion regularly presents status reports on initiatives to the Board of 
Directors, which monitors the progress of the initiatives. Furthermore, the Corporate Human Rights Promotion Committee, 
established in 1997, continues its work to promote activities that raise awareness of human rights, such as the elimination of 
discrimination and the prevention of harassment.
Promotion of Human Rights Due Diligence Focused on Salient Human Rights Issues
GRI
2-24
Initiatives to Address Salient Human Rights Issues
Working with multiple external experts, including NPOs and other organizations in the social sector, NEC has identified the 
following four salient issues and is promoting initiatives to address them.
New technology and human rights (AI and human rights)
In executing its AI business, NEC has formulated Companywide regulations covering policies for the appropriate protection of 
basic human rights (such as privacy), their structure, planning, implementation, inspection and revision. We are working to 
ensure the implementation and operation of these regulations. 
 AI and Human Rights 
 Personal Information Protection and Privacy 
Human rights risks related to geopolitical situations and conflicts
In export control, we confirm the intended use of products and services prior to transactions as well as identifying customers 
according to sanctions lists of the United Nations and other countries. The sanctions lists of individual countries include 
organizations and individuals that are subject to human rights-related sanctions, such as those set forth in the U.S. 
Department of the Treasury’s Office of Foreign Assets Control sanctions list.
Furthermore, we have identified countries and regions with high human rights risks based on the OECD States of Fragility 
2022
4 list, and we check information regarding human rights and corruption before engaging in transactions with customers 
in those areas. If risks are confirmed to be present, we prevent and mitigate risks with measures including written agreements, 
and report our findings to the Risk Control and Compliance Committee. 
4. OECD States of Fragility 2022: The OECD evaluates each country’s risk status and response capability across six dimensions: economic, 
environmental, political, security, societal and human 
Medium- to Long-term Targets, Priority Activities and Progress, Achievements, and Issues
Medium- to Long-term Targets and Priority Activities (Scope: NEC Corporation unless otherwise specified) Period: April 2021 to March 2026
1. Promote employee understanding of the latest developments in global human rights
2. Promotion of Due Diligence in Human Resources
FY2023 Goals, Progress, Achievements and Issues, and FY2024 Goals
FY2023 Goals
1. Promote employee understanding of the latest developments in global  
human rights
• For employees (including dispatched workers): Continue to hold online training 
on Companies and Human Rights, and maintain a 90% completion rate
2. Promotion of Due Diligence in Human Resources
• Revise the NEC Group Human Rights Policy based on the UNGPs and spread 
awareness of policy throughout the value chain
• Enhance governance system for addressing the risk of human rights 
infringements in the value chain and implement due diligence measures in  
high-risk regions from a human rights standpoint
Progress, Achievements and Issues
1. Promote employee understanding of the latest developments in global  
human rights
• Held online training on “Business and Human Rights” for employees with an 
86% completion rate (including dispatched workers)
• Implemented quarterly training for Human Rights Hotline staff using  
case studies 
2. Promotion of Due Diligence in Human Resources
• In addition to training for all employees, conducted training and workshops for 
persons in charge of international operations related to high-risk areas, for the 
Legal and Compliance Division 
• Established a human rights impact assessment process for businesses in 
high-risk areas from a human rights perspective, and started risk mitigation 
measures for the Company and domestic affiliate companies
FY2024 Goals
1. Promote employee understanding of the latest developments in global  
human rights
• For employees (including dispatched workers): Continue to hold online training 
on Companies and Human Rights (target completion rate: 90%)
2. Promotion of Due Diligence in Human Resources
Monitor initiatives for addressing salient human rights issues
• New technologies such as AI and human rights: Continue to strengthen AI 
governance in accordance with legal and regulatory trends in Japan and abroad
• Human rights risks associated with geopolitical conditions and the impact of 
conflict: Establish a human rights impact assessment process for businesses in 
high-risk areas from a human rights perspective, and start risk mitigation 
measures for international affiliate companies 
• Labour in supply chains: Continue acquiring declarations from suppliers which 
account for 75% of the total consolidated procurement amount
• Employee health and safety: Conduct regular management status surveys of 
employees in Group companies in Japan and abroad regarding human rights 
and occupational health and safety

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Respecting Human Rights
Grievance Mechanism
Grievance Mechanism
GRI
2-25
In the event of a violation or suspected violation of human rights, NEC will immediately and accurately investigate the facts 
and the causes of the incident and strive to take appropriate measures to resolve the matter.
We have a whistleblowing system that allows stakeholders to report information anonymously. We will keep the identity of 
any whistleblower and the content of any whistleblowing reports confidential. We ensure that whistleblowers are protected 
effectively against unfair treatment or retaliation in any form. Aside from NEC Group employees, this system serves as a 
contact point for a wide range of stakeholders, including temporary workers, business partners and local communities.
To further strengthen the grievance mechanism, we have participated in the Japan Center for Engagement and Remedy on 
Business and Human Rights (JaCER) at the investigation stage, a cross-industry initiative launched by the Japan Electronics 
and Information Technology Industries Association (JEITA) and the Business and Human Rights Lawyers Network (BHRL), an 
association of lawyers.
Human Rights Hotline (For Employees in Japan, Including Temporary Workers)
The Human Rights Hotline is intended for use by all those working for NEC, including temporary and part-time workers. The 
system comprises an anonymous consultation desk operated by a third-party organization, as well as a point of contact set up 
in the Human Resources and General Affairs Department of each business site and in each business unit, with reports possible 
by phone or by email in Japanese and English.
Hotline for Employees Outside of Japan (Including Temporary Workers)
For NEC’s consolidated subsidiaries abroad, regional headquarters also set up whistleblowing systems operated by third 
parties in each region, which are available for officers and employees to use in the local language (English, Spanish, 
Portuguese or Chinese).
Compliance Hotline (For Business Partners)
NEC receives human rights-related reports from suppliers through the Compliance Hotline, which is operated by a  
third-party organization.
 Compliance (Internal Reporting Systems) 
 Supply Chain Management 
Customer Communications Center (For Customers and Local Residents)
NEC receives human rights-related reports from customers and residents of local communities through the Customer 
Communications Center.
NEC Customer Communications Center
 Customer Relationship Management 
Employees at each subsidiary in the EMEA region can report witnessed or suspected fraud-related wrongdoing, including 
modern slavery, through Safecall, a third-party 24-hour confidential reporting line. Suppliers’ concerns can be reported via 
contact points that are operated internally by subsidiaries in the EMEA region, the Legal Division of NEC Europe, or Safecall.
Operational Status of the Human Rights Hotline
GRI
2-26
406-1
In 2020, we established a consultation desk operated by a third-party organization for employees of NEC Corporation in 
addition to the human rights hotline that already existed at NEC Corporation and its Group companies in Japan and abroad. 
In 2021, we expanded the scope of this service to include employees at our Group companies in Japan.
We are working to raise awareness of the hotline with efforts that include officer messaging for eliminating harassment and 
online training.
Human rights hotline: Number of 
consultations
FY2020
FY2021
FY2022
FY2023
NEC Corporation and consolidated 
subsidiaries in Japan
42
5
23
5
169
109
5. NEC Corporation
Under these circumstances, in fiscal 2023 109 cases were reported to the Human Rights Hotline including harassment and 
human relations and work environment-related cases. There were no reports related to forced labour or human trafficking.
Related divisions work together to improve and resolve the contents of the consultations with the human rights hotline, and 
they are reported to the Risk Control and Compliance Committee in order to continue to raise awareness to prevent recurrence.
Promotion of Human Rights Due Diligence Focused on Salient Human Rights Issues
GRI
2-24
Labour in supply chains
NEC is promoting activities with a risk-based approach, in accordance with the steps set out in OECD Due Diligence Guidance 
for Responsible Business Conduct.
 Supply Chain Management 
Employee safety and health
NEC conducts risk identification and implements countermeasures based on the NEC Group OH&S Management System.
In fiscal 2024, NEC started self-assessment checks to strengthen management of occupational health and safety at Group 
companies in Japan and abroad.
 Occupational Health and Safety 
Going forward, we will continue to engage in dialogues and consultation with stakeholders, promote further efforts regarding 
respect for human rights, and disclose information in a timely and appropriate manner.

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Respecting Human Rights
Engagement on Human Rights
Dialogue with Stakeholders
GRI
2-24
Since fiscal 2022, the Sustainability Advisory Committee has been held at NEC Corporation for the CFO and corporate officers 
involved in promoting sustainability to conduct regular discussions with external sustainability experts.
At the second committee meeting, Ms. Asako Nagai from Business for Social Responsibility (BSR) shared the latest trends 
regarding responses to human rights-related risks, and each participant shared their awareness of various issues before 
discussing response measures. 
The Progress of Sustainability Promotion and Our Response to the Human Rights Risks under Purpose-driven Management
Participation in Initiatives on Human Rights
GRI
2-24
NEC Corporation and NEC Europe participate in the Working Group on Human Rights Due Diligence run by the UNGC  
Local Network.
In 2020, we also became a member of BSR, which has a strong record of supporting responses to human rights issues in the 
global ICT industry. We acquire information on the latest trends and examples from seminars and study sessions, which 
inform our activities to improve and enhance initiatives on global human rights issues.
Responding to Modern Slavery Acts
GRI
2-24
With approval from the Board of Directors, since fiscal 2019 NEC Corporation and NEC Europe have published declarative 
statements to the effect that they will report on measures related to the United Kingdom’s Modern Slavery Act 2015, which is 
aimed at preventing slave labour and human trafficking.
Furthermore, in fiscal 2021 and fiscal 2022, with the approval of the Board of Directors, NEC Corporation and NEC Australia Pty 
Ltd also published a declarative statement of their intention to comply with Australia’s Modern Slavery Act 2018.
NEC Group Statement for Modern Slavery Acts
 Supply Chain Management 
Human Rights Training and Awareness-Raising
GRI
2-24
NEC provides awareness-raising activities including training for all officers and employees responsible for respecting human 
rights, in order to deepen their awareness in terms of respect for human rights and to promote their understanding of global 
trends on human rights issues.
Training at NEC Corporation
• Training to spread awareness of human rights is held annually for all employees, including temporary and non-temporary 
workers (fixed-term and part-time workers). This training follows themes such as “Companies and Human Rights,” 
“Human Rights Issues in the Biometrics Business and NEC Initiatives,” and “Diversity and Human Rights.” (fiscal 2023 
completion rate: 86%)
• We used case studies to provide training on the key points of labour management and harassment prevention for newly 
appointed Group managers and those who are in management
• For employees performing hiring interviews, we introduced example cases and ensured that everyone had a clear 
understanding of points to keep in mind during Q&A sessions, in order to maintain fair hiring decisions and equal 
opportunity in the workplace. The course was attended by approximately 700 people.
Number of employees who 
completed human rights awareness-
raising training
FY2020
FY2021
FY2022
FY2023
Companywide training
6
21,150
20,592
20,768
20,993
New employee training
537
614
568
660
6. E-learning is held every year for all employees (attendance is mandatory). This training includes an explanation of the NEC Group Human  
Rights Policy.
Training at NEC Corporation and its Group Companies in Japan
We held a program on “Harassment and Respecting Human Rights” as part of our training for newly appointed corporate 
officers, and 64 people attended.
Training at NEC Group Companies
NEC Corporation provides access to the human rights training program to its group companies in Japan, including  
security contractors.
Training Focused on the Downstream Value Chain
In fiscal 2024, we conducted training focused on the downstream value chain as a response to geopolitical risk, which was 
added to our list of salient human rights risks in fiscal 2023.
• Invited an expert from the international NPO BSR to give a lecture to all employees on “Responding to Human Rights Risks  
in the Downstream Value Chain.” Furthermore, for persons responsible for international operations in high-risk areas, 
conducted workshops for learning about human rights risk case studies and risk reduction measures at other global 
companies, and for considering NEC’s response measures.
• Invited an external lawyer to hold training for the Legal and Compliance Division on legal and regulatory trends relating to 
business and human rights, the current status of legal affairs and compliance operations for promoting human rights due 
diligence, and points to keep in mind when making and entering into contracts.

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AI and Human Rights
Policy on AI and Human Rights
NEC has formulated the NEC Group AI and Human Rights Principles (the “Companywide principles”) to guide our employees 
to recognize respect for privacy and human rights as the highest priority in our business operations in relation to social 
implementation of AI and utilization of biometrics and other data (“AI utilization”).
 NEC Group AI and Human Rights Principles
In addition to facilitating compliance with relevant laws and regulations around the globe, the Companywide principles guide 
our employees to recognize respect for human rights as the highest priority in each and every stage of our business operations 
in relation to AI utilization, and enable them to take action accordingly. 
In accordance with the Companywide principles, the NEC Group is committed to the three following initiatives:
1. Ensure that all products and services are implemented and utilized by NEC employees, customers, and  
partners appropriately
2. Continue to develop advanced technology and talent to further promote AI utilization with respect for human rights as the 
highest priority
3. Engage with a range of stakeholders to build partnerships and to collaborate with closely in relation to AI utilization 
Furthermore, based on the Companywide principles, NEC has defined “Provision and Utilization of AI with Respect for Human 
Rights (AI and Human Rights)” as one of its management priority themes from an ESG perspective—materiality.
 Materiality (Priority Management Themes from an ESG Perspective) 
Medium- to Long-term Targets, Priority Activities and Progress, Achievements, and Issues
Medium- to Long-term Targets and Priority Activities (Scope: NEC Corporation unless otherwise specified) Period: April 2021 to March 2026
M: Major non-financial indicators related to “materiality”
M: Promote business activities that respect human rights as AI becomes a part of society
FY2023 Goals, Progress, Achievements and Issues, and FY2024 Goals
FY2023 Goals
1. Strengthen AI governance based on trends in laws and regulations in Japan 
and abroad
2. Maintain dialogues with a variety of stakeholders
Progress, Achievements and Issues
1. Strengthen AI governance based on trends in laws and regulations in Japan 
and abroad
• Newly established a corporate governance system and Companywide 
regulations based on the Ministry of Economy, Trade and Industry’s Governance 
Guidelines for Implementation of AI Principles and other laws, regulations and 
guidelines in Japan and abroad
• Grasped trends in human rights and privacy issues in Japan and abroad in a 
timely manner, and reflected this understanding in operations while sharing 
knowledge with business divisions
2. Maintain dialogues with a variety of stakeholders
• Continued to acquire knowledge from experts through the Digital Trust  
Advisory Council
• Utilized the Company’s knowledge and know-how to provide opinions and 
suggestions in the process of considering the formulation of laws, regulations 
and guidelines in Japan and abroad
• Introduced our initiatives to external stakeholders
FY2024 Goals
1. Continue to strengthen AI governance based on trends in laws and regulations 
in Japan and abroad
2. Maintain dialogues with a variety of stakeholders

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AI and Human Rights
Implementation Framework for AI and Human Rights
In executing its AI business, NEC has formulated Companywide regulations covering the policies, structure, planning, 
implementation, inspection, and revision aspects of appropriate protection of privacy and basic human rights (“AI 
governance”). We are working to ensure the implementation and operation of AI governance in order to provide appropriate 
protection of privacy and other basic human rights. The relationship between the AI governance officer (CDO), the Risk Control 
and Compliance Committee, the Board of Directors and the External Expert Council is positioned as our corporate 
governance, and we coordinate with various external and internal divisions and functions to address AI governance.
We have established the Digital Trust Business Strategy Department to create and promote Companywide strategies to 
incorporate the notion of respect for human rights into business operations in relation to AI utilization. The department 
promotes business operations that respect human rights through measures that include the establishment of internal systems 
and training for employees to incorporate the Companywide principles into our business operations, while also strengthening 
links with relevant divisions and Research & Development Division. Furthermore, we have created checklists for human rights 
and privacy considerations, and are carrying out these checks at every stage from the planning phase onwards.
AI Governance Framework
Establishment
Reporting
Consultation
Advice
Direct AI and Human 
Rights risk response
Reporting, discussion, and decision-making on
important matters (policy and rule revisions, etc.)
Direct AI governance 
operation and execution
Reporting of AI governance operation status 
Advice on evaluation results of the current rules
Information sharing 
and discussion
Consultation and 
response to risk cases
Board of Directors
Risk Control and 
Compliance Committee
Internal audit
Group Internal 
Audit Department
AI Governance Oﬃcer (CDO)
External Expert Council
Digital Trust Advisory Council
AI governance administration
Digital Trust Business Strategy Department
Risk and compliance, 
legal, products, 
R&D Division, etc.
Business units and divisions
Support
External Expert Council
The Digital Trust Advisory Council includes external experts with specialist knowledge of legal systems, human rights, privacy, 
and ethics. As an advisory council under the AI governance officer, we consult with experts on our policy and initiatives for 
advice on strengthening our governance, which we reflect in our initiatives. Through the council, the Company is able to 
incorporate diverse external opinions and strengthen its response to emerging issues related to AI utilization.

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AI and Human Rights
Risk Mitigation Initiatives
To realize Companywide principles, NEC is working to ensure it has a timely grasp of trends in factors such as laws and 
regulations and social acceptability. Meanwhile, in our execution of business, we are working on a risk mitigation process, 
which involves identifying risks and implementing countermeasures, talent development to develop employees’ understanding 
of risk, and stakeholder engagement to incorporate diverse external opinions into our activities.
As we engage in these initiatives, we respond to changes in the environment surrounding AI and human rights and revise our 
rules and our implementation of measures in accordance with the agile governance framework set out in the Governance 
Guidelines for Implementation of AI Principles announced by the Ministry of Economy, Trade and Industry in July 2021. We are 
also working to ensure compliance with laws, regulations and guidelines in Japan and abroad.
Industry-academia collaboration
University of Tokyo,  Keio University, 
Osaka University, etc.
International organization collaboration
International Standards(ISO/IEC, IEEE),
WEF-C4IR, OECD/BIAC, etc.
Government agency collaboration
Ministry of Economy, Trade and Industry,
Ministry of Internal Aﬀairs and Communications,
Cabinet Oﬃce, etc.
Industry collaboration
Keidanren, JEITA, QA4AI, etc.
Digital Trust 
Advisory Council
External 
Expert Council
Support from experts
Prepare guidelines/check sheets
Conduct risk assessment at each stage
NEC Group AI and Human Rights Principles
Stakeholder Engagement
Risk Mitigation Process
Workshop
Internal lectures
Web-based 
training
Talent 
Development
Planning 
and 
Proposal
Design 
and
 Development
Operation
 and 
Maintenance
Risk Mitigation Process
To ensure appropriate utilization of AI in each phase, such as the planning and proposal, design and development, and 
operation and maintenance phases, NEC conducts risk checking and countermeasures from various perspectives, including 
fairness, accountability, transparency, privacy and proper utilization. In our risk checks for each phase, we prepare guidelines 
and check sheets related to human rights and privacy considerations, coordinating with relevant departments to ensure that 
our initiatives observe laws and regulations and respect human rights.
In addition, to promote appropriate AI utilization by our customers and business partners, we use our know-how and 
knowledge to provide design samples and support the publication of usage goals.
Talent Development
We conduct the following training for employees and officers of NEC Corporation and affiliated companies in Japan and 
abroad so that they can act appropriately with respect for human rights in business operations, in accordance with the 
Companywide principles.
Web-based Training
• All employees of NEC attend annual web-based training where they learn about AI technology, the importance of ethics in AI, 
trends in laws and regulations in Japan and abroad governing AI utilization, important considerations related to human 
rights and privacy in AI utilization, and NEC’s Companywide principles and their implementation. In addition, the training is 
also conducted giving priority to 50 Japanese and international affiliates conducting AI-related business.  
(Of these, the completion rate in fiscal 2023 for 12 companies that have introduced the web-based training system Learning 
Door was 92%.)
Internal Lectures
• NEC invites external experts to give internal lectures for persons involved in the AI business, where examples that have been 
subject to social criticism and other case studies are shared, and participants can learn more about points to keep in mind 
when providing services and how to respond.
• Since fiscal 2022, we have run lectures for management teams by invited external experts, to deepen management’s 
understanding of international trends related to AI and human rights as a way to ensure that respect for human rights is a 
component of our decision-making.

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AI and Human Rights
Grievance Filing Mechanism
The NEC Customer Communication Center (CCC) has been established as a comprehensive contact point in Japan for 
inquiries regarding NEC products, systems and services.
 Customer Relationship Management 
Engagement on AI and Human Rights
In order to respond to social trends, such as laws, regulations and social acceptability, NEC builds partnerships and 
collaborates with various stakeholders.
Digital Trust Advisory Council
The Digital Trust Advisory Council, a panel of experts established in fiscal 2020, incorporates on an ongoing basis the diverse 
opinions of external experts in human rights, privacy, and ethics, as well as the legal system, to strengthen our response to 
new issues that arise in relation to the use of AI.
At its fiscal 2023 meeting, the council exchanged opinions on our policies for strengthening AI governance based on trends in 
domestic and international laws and regulations and society’s expectations and demands, as well as how to appropriately 
disseminate information, and our approach to our responsibilities in dealing with stakeholders in the value chain. The points 
raised in these discussions were used as a guide in establishing systems and processes to strengthen risk mitigation measures.
Collaboration with Various Stakeholders
We are actively collaborating with various stakeholders in Japan and abroad in industry, government agencies, international 
organizations, and academia, with a view to building a framework for an AI society. We also participate in symposiums.
Participation in the Digital Transformation (DX) Summit, a G7 Digital and Tech Ministers’ Meeting Official Public-
Private Event
In April 2023, NEC participated in a panel discussion on the theme of “AI and Governance” at the DX Summit held in 
Shibukawa City, Gunma Prefecture, sponsored by the Ministry of Economy, Trade and Industry and the World Economic 
Forum. We introduced NEC’s approach and initiatives related to the utilization of AI, including generative AI, as well as 
important aspects for utilization of trustworthy AI.
Participation in GPAI Summit 2022
In November 2022 NEC participated in a side event of the GPAI Summit 2022, held in Tokyo, where we introduced our 
initiatives on the session theme of “Outlook on AI Governance in Japan, Singapore, and the U.K.”
 GPAI Summit 2022
Public comment submitted regarding the National Institute of Standards and Technology’s AI Risk 
Management Framework
NEC stated our agreement with activities to create a framework for mitigating AI risks throughout the lifecycle, in relation to 
the AI Risk Management Framework (AI RMF) creation process developed by the National Institute of Standards and 
Technology (NIST). We also stated our opinion that it is important that such a framework conforms with related international 
standards, and that a full range of case studies be provided for implementation. The NIST’s AI RMF 1.0 was announced in 
January 2023. 
 1st Draft Comments (April 29, 2022)
 2nd Draft Comments (September 29, 2022)

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Personal Information Protection and Privacy
Policy on Personal Information Protection and Privacy
The NEC Group Code of Conduct stipulates respect for human rights and privacy and the management of personal 
information, and NEC has positioned “Provision and Utilization of AI with Respect for Human Rights (AI and Human Rights),” 
including personal information protection initiatives, as a priority management theme from an ESG perspective—materiality. 
From this perspective, we are tackling prevention of any privacy-related issues stemming from the handling of personal 
information, in addition to undertaking other personal information protection measures.
Personal Information Protection
In October 2005, NEC Corporation received PrivacyMark certification, recognizing it as a business operator with systems in place 
to ensure appropriate protection measures for personal information in conformance with Japanese industrial standard JIS Q 
15001 (personal information protection management systems—requirements). Since receiving the certification, we have 
stipulated within the NEC Privacy Policy that personal information must be handled in accordance with JIS Q 15001 standards.
NEC Corporation has also built an implementation framework for personal information protection and a personal information 
protection management system in compliance with the Act on the Protection of Personal Information and JIS Q 15001. Our 
personal information protection management system includes the creation of a manual for personal information protection 
(including personal data safety management measures, a prohibition on secondary use of personal information without prior 
consent of the person in question, and respect for that person’s rights to access, amend, and delete their personal information). 
Furthermore, we enter into agreements with third parties with which we share data or outsource the handling of data requiring 
compliance with these standards. Also, we have established escalation rules and emergency response procedures to be followed 
in the event of incidents such as personal information leaks or mishandling of data.
Each consolidated subsidiary in Japan sets out its personal information protection policies using NEC Corporation’s Privacy 
Policy as the standard. International subsidiaries set their policies to conform with the applicable local laws of their respective 
countries, and those policies are then checked by NEC.
Medium- to Long-term Targets, Priority Activities and Progress, Achievements, and Issues
Medium- to Long-term Targets and Priority Activities (Scope: NEC Corporation unless otherwise specified) Period: April 2021 to March 2026
1. Strengthen governance in the fields of data privacy and compliance at consolidated subsidiaries in Japan  
and abroad
2. Deepen risk management pertaining to the handling of personal information, based on the risk ownership of  
general managers
FY2023 Goals, Progress, Achievements and Issues, and FY2024 Goals
FY2023 Goals
1. Strengthen governance in the fields of data privacy and compliance at 
consolidated subsidiaries in Japan and abroad
• Establish the Center of Excellence (CoE) group in the Company’s Risk  
and Compliance Departments to supervise data compliance at  
international subsidiaries
• Finish rebuilding personal information protection system and assign Privacy 
Compliance Supervisors to international subsidiaries that handle high-risk 
personal information in accordance with the personal information protection 
guidelines for international consolidated subsidiaries
• Implement training and education for Privacy Compliance Supervisors assigned 
to international consolidated subsidiaries
• Expand the number of subsidiaries based in Japan that have assigned Personal 
Information Protection Administrators and Personal Information Protection 
Professionals, and that have introduced the new personal information protection 
management ledger system
2. Deepen risk management pertaining to the handling of personal information, 
based on the risk ownership of general managers
• Continue the training and education of Personal Information Protection 
Administrators and Personal Information Protection Professionals assigned to 
all business divisions
Progress, Achievements and Issues
1. Strengthen governance in the fields of data privacy and compliance at 
consolidated subsidiaries in Japan and abroad
• Established the Center of Excellence (CoE) group in the Company’s Risk and 
Compliance Departments at the head office to supervise data compliance at 
international subsidiaries
• Finished rebuilding the personal information protection system and assigned 
Privacy Compliance Supervisors to international subsidiaries that handle 
high-risk personal information in accordance with personal information 
protection guidelines for international consolidated subsidiaries
• Implemented training and education for Privacy Compliance Supervisors 
assigned to international consolidated subsidiaries
• Assigned Personal Information Protection Administrators and Personal 
Information Protection Professionals, and completed introduction of the  
new personal information protection management ledger system at five 
domestic subsidiaries
2. Deepen risk management pertaining to the handling of personal information, 
based on the risk ownership of general managers
• Implemented the following training and education programs throughout the 
year for Personal Information Protection Administrators and Personal 
Information Protection Professionals in all business divisions:
(1) Basic course on personal information protection, including human rights and 
privacy education
(2) Guidance through individual consultations
(3) Basic course on the EU’s General Data Protection Regulation (GDPR)
(4) Courses to acquire certifications in personal information protection
FY2024 Goals
1. Strengthen governance in the fields of data privacy and compliance at 
consolidated subsidiaries in Japan and abroad
• Introduce new personal information protection management ledger system at 
major international consolidated subsidiaries
• Continue to implement training and education for Privacy Compliance 
Supervisors assigned to international consolidated subsidiaries
• Continue to implement training for employees at international  
consolidated subsidiaries
• Assign Personal Information Protection Administrators and Personal Information 
Protection Professionals, and complete introduction of the new personal 
information protection management ledger system at major subsidiaries in Japan
2. Deepen risk management pertaining to the handling of personal information, 
based on the risk ownership of general managers
• Continue the training and education of Personal Information Protection 
Administrators and Personal Information Protection Professionals assigned to 
all business divisions

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System for Personal Information Protection and Privacy
At NEC Corporation, the head of the department responsible for protecting personal information serves as the Personal 
Information Protection Administrator, the person in charge of implementing the personal information protection 
management system. This person is also responsible for protecting specific personal information related to the Social 
Security and Tax Number System.
The Risk and Compliance Departments play a central part in promoting the protection of personal information within the NEC 
Group under the leadership of the head of the Personal Information Protection Promotion Bureau appointed by the Personal 
Information Protection Administrator.
In addition, the Chief Personal Information Protection Auditor is assigned to the Group’s Corporate Auditing Bureau to 
conduct regular audits of privacy protection in conformance with JIS Q 15001.
The general managers of each business division are responsible for directing personal information protection in their 
respective divisions. Each appoints a division personal information protection manager, who is responsible for carrying out 
personal information protection management for the division, and a personal information protection professional, who 
possesses expert insight regarding personal information protection. The personal information protection management 
system operates through each division inspecting the status of personal information handling to identify risks, including 
human rights and privacy issues, and improving handling rules based on the inspection results. 
The person responsible for each project ensures that persons who handle personal information undertake thorough personal 
information protection measures.
Implementation Framework for Personal Information Protection
Consolidated Subsidiary Management Framework
At our consolidated subsidiaries in Japan, we have built systems to comply with the Act on the Protection of Personal 
Information and the Act on the Use of Numbers to Identify a Specific Individual in Administrative Procedures (also known as 
the My Number Act), which is related to the numbers used to identify individual residents of Japan for administrative 
procedures. We have also built personal information protection management systems to conform with JIS Q 15001, which is a 
PrivacyMark requirement, to match those which were built for NEC Corporation, and we use these systems to promote the 
protection of personal information. Furthermore, 15 consolidated subsidiaries in Japan have acquired PrivacyMark 
certification as of March 31, 2023.
At our consolidated international subsidiaries, we are tackling compliance with the laws and regulations in each jurisdiction 
as a matter of course, and we have appointed a Privacy Compliance Supervisor at each of our major subsidiaries to promote 
the protection of personal information.
Personal Information Protection and Privacy
Management of Personal Information
Internal Measures (Including the Establishment of Regulations for Personal Information Protection)
• NEC Corporation runs the Personal Identifiable Information Control System, a ledger-based system to manage personal 
information and make its management more transparent.
We have documented standard procedures and operate a personal information protection management system at NEC 
Corporation and its consolidated subsidiaries in Japan. Also, as necessary, operational rules are created at the individual 
company and division level and by type of personal information and are rigorously enforced.
• To raise awareness of personal information protection and information security in general, the Basic Rules for Handling 
Customer-Related Work and Trade Secrets have been established, and NEC Corporation rigorously informs all employees 
about these rules.
• We have not received any claims or complaints regarding invasion of the privacy of customers from any third party 
organizations, including Japan’s Ministry of Economy, Trade and Industry, which is the ministry overseeing personal 
information protection, and the Personal Information Protection Commission of Japan. 
Personal Information Management Initiatives Abroad
• We appoint Privacy Compliance Supervisors at our consolidated international subsidiaries to maintain a global management 
framework. At the same time, we create personal information management ledgers at each subsidiary to have an 
understanding of the information being handled by each company and the risks involved. We also work to ensure that the 
procedures to manage these risks, as well as common safety measures that need to be observed, are disseminated thoroughly.
• We also ensure that consolidated international subsidiaries implement personal information management rules that comply 
with personal information protection laws and regulations in the country or region in question, as well as any applicable 
laws and regulations from outside the country or region in question. In addition, NEC Group companies obtain individual 
consent based on the laws and regulations in each country or region to facilitate any cross-border transfer of personal 
information for employees or otherwise and enter into any required data transfer contracts to enable cross-border transfer 
of personal data between Group companies in Japan and abroad and processing of personal data.
Measures for Customers and Business Partners
• NEC Corporation and its consolidated subsidiaries in Japan establish data protection standards (such as personal data safety 
management measures) for contractors that handle personal information, enter into agreements with contractors with 
which data is shared requiring compliance with these standards, and require contractors to conduct privacy management 
equivalent to that of the NEC Group.
• We request the contractors engaged in work for NEC Corporation or its consolidated subsidiaries in Japan to submit a pledge 
on the Basic Rules for Customer-Related Work and to have their employees take an online test to verify their knowledge. 
These steps help ensure rigorous management of personal information.
• We make sure to handle My Number data carefully and securely, as it is classed as Specific Personal Information in 
compliance with personal information protection laws in Japan. We deploy technical measures such as controlling access, 
blocking unauthorized external access, and preventing information leaks, while moving forward with initiatives to maintain 
sufficient privacy protection levels in each system. 
Information Security and Cyber Security

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Management of Personal Information
Monitoring and Improvement
NEC Corporation appropriately manages personal information by executing plan–do–check–act (PDCA) cycles on an 
autonomous basis through various inspection activities.
Also, NEC Corporation and its consolidated subsidiaries in Japan conduct regular internal audits based on internal audit 
check items stipulated in JIS Q 15001. Furthermore, for operations related to the handling of My Number data, we use security 
control measure check sheets prepared based on Japan’s guidelines for the My Number Act and self-check sheets during 
re-entrustment in order to monitor divisions and subcontractors handling My Number data.
Verification of the Operation of Information Security Measures
• The implementation status of security measures carried out by all employees is verified once a year. If there are cases of  
non-compliance, improvement plans are formulated and carried out at the organization level.
Verification of the Status of Personal Information Management
• Control forms registered in the Personal Identifiable Information Control System are reviewed at least once a year to confirm 
the status of personal information management.
• In addition, once a year the general managers of each department implement management reviews to confirm the status of 
personal information management, enabling corrective action to be taken as needed, and to maintain appropriate 
management conditions.
Verification of Operations During Emergencies
• Operation of the above information security measures is thoroughly reviewed as the need arises, in the event of an incident 
involving the loss, outflow or leak, etc., of personal information.
Details of Personal Information Protection-Related Incidents, Accidents, or Complaints, and Measures Taken
GRI
418-1
In fiscal 2023, there were no incidents involving the loss, outflow or leak, etc., of personal information at NEC, and no incidents 
involving secondary use of personal information without prior consent of the person in question.
The number of external complaints regarding personal information in fiscal 2023 was zero.
Response to Requests from National Governments for Personal Information Provision
If NEC Corporation’s business divisions are requested by a government or law enforcement agency of a country to provide 
personal information that the Company holds, the general manager of the division that receives the request reports to and 
consults with the Personal Information Protection Administrator as necessary. In such cases, the Personal Information 
Protection Administrator reports to and consults with the executive officer in charge of personal information protection and 
management. Premised upon respect for the human rights of the person in question, the Company will then determine the 
necessity of providing such information and undertake the appropriate procedures and measures pursuant to the 
applicable laws.
Personal Information Protection and Privacy
Personal Information Protection Training and Awareness-Raising
Training for All Officers and Employees (NEC Corporation)
The Company conducts web-based information security training once a year. (Completion rate of Companywide training in 
fiscal 2023: 98%)
Education for Personal Information Protection Professionals (NEC Corporation, All Divisions)
• Textbooks have been prepared on risk management in the handling of personal information, in addition to education 
through 16 lectures.
• Courses aimed at acquiring personal information protection qualifications
FY2020
FY2021
FY2022
FY2023
Completion rate for information security training, 
including personal information protection
98.0%
98.0%
98.0%
98.0%
• Held course for dealing with the Act in practice (12 times)
• Held basic course on the EU’s General Data Protection Regulation
Training for Newly Hired Employees and Transferred Employees (NEC Corporation and its 
Consolidated Subsidiaries in Japan)
• In fiscal 2023, created a textbook on personal information protection as an introductory training material; used textbook to 
train newly hired and transferred employees
• When there is a request from a department, or when it is otherwise deemed necessary by the Personal Information 
Protection Promotion Bureau, awareness training is conducted as appropriate at individual departments or consolidated 
subsidiaries in Japan.

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Personal Information Protection and Privacy
Privacy in Business Activities
The General Data Protection Regulation (GDPR), which came into effect in the European Economic Area in 2018, is one 
example of the privacy protection laws and regulations currently being established in several countries and regions. As 
enforcement of these laws and regulations becomes more stringent, the roles and responsibilities placed on companies to 
protect privacy are increasing.
NEC Corporation aims to maximize social value and minimize the negative impact on society by developing and providing 
products and services with consideration for privacy issues, which may be perceived differently depending on the country, 
region or culture, and also with consideration for discrimination and other human rights issues that could be exacerbated 
with the use of AI. To clarify our stance, the NEC Group Code of Conduct and NEC Group AI and Human Rights Principles   
stipulate that business activities aimed at resolving social issues using ICT must not give rise to human rights issues, including 
invasion of privacy.
NEC Corporation acquired PrivacyMark certification in October 2005 and subsequently renewed it for the ninth time in 
October 2021. As of the end of March 2022, NEC Corporation and its 31 affiliated companies have obtained this certification. In 
principle, we forbid acquiring information that could have an economic impact such as bank account or credit card numbers, 
sensitive information such as one’s birthplace, or highly private information such as mobile telephone numbers without the 
prior consent of the person in question.
Respecting Human Rights
AI and Human Rights
NEC Privacy Policy
 NEC Group AI and Human Rights Principles
Response in an Emergency Such as Leakage of Personal Information
NEC maintains systems for responding swiftly if an incident occurs involving the loss, outflow or leak, etc., of personal 
information. If an incident should occur, the response is coordinated quickly and systematically based on standardized 
procedures. Specifically, if an incident occurs related to personal information or an event takes place for which the occurrence 
of such an incident is a possibility, the discoverer or the employee involved in the incident contacts their manager and the 
NEC Group contact desk for information security incidents.
The person at the contact desk then coordinates the necessary response with the related divisions that make up the Personal 
Information Protection Promotion Bureau and relevant divisions in accordance with applicable laws, ordinances, ministry 
guidelines, and other regulations, taking into account the risk for infringing on the rights and interests of the people involved. 
These responses may include promptly notifying the people involved, making a public announcement, and taking corrective 
measures appropriate to the incident.

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Medium- to Long-term Targets, Priority Activities and Progress, Achievements, and Issues
Medium- to Long-term Targets and Priority Activities (Scope: NEC Corporation unless otherwise specified) Period: April 2021 to March 2026
Continue to be customers’ company of choice by earning their unwavering trust
FY2023 Goals, Progress, Achievements and Issues, and FY2024 Goals
FY2023 Goals
1. Continue to engage in activities to improve customer satisfaction based on 
the voice of the customer (VoC) and in keeping with the characteristics of 
each business
2. Achieve a result for the Customer Satisfaction Survey higher than the industry 
average (average of “Total satisfaction”) in market surveys conducted by  
NEC Corporation
Progress, Achievements and Issues
1. Continued to make improvements based on the VoC and in keeping with the 
characteristics of each business
2. Achieved a result for the Customer Satisfaction Survey higher than the industry 
average (average of “Total satisfaction”) in market surveys
FY2024 Goals
1. Continue to engage in activities to improve customer engagement based on 
the VoC and in keeping with the characteristics of each business
2. Achieve a result for the Customer Satisfaction Survey higher than the industry 
average (average of “Total satisfaction”) in market surveys conducted by  
NEC Corporation
Customer Relationship Management Policy
In keeping with the spirit of “Better Products, Better Services” embedded in our Principles, in 1992 NEC formulated its 
“Customer Satisfaction Management (CSM) concept.” The CSM concept consists of “Significance,” “Activity System,” “Goal,” 
and “CS Action Plan.”
CSM Concept
Customer Relationship Management
Customer Relationship Management System
NEC continuously seeks customer feedback from various points of contact and promptly reflects it in business management. 
As part of these efforts, we conduct the biannual NEC Customer Questionnaire.
The results of this survey, together with the details of market surveys, are reported to top management members. 
Furthermore, we share the findings with specific businesses’ operating divisions/units in related fields and proceed through 
PDCA cycles aimed at improving customer engagement. In addition, the CS Promotion Division at each Group company 
shares information with one another on a regular basis in an effort to improve activities across the entire Group.
Customer Satisfaction
Measures for Increasing Customer Engagement
Advancing Activities Based on Customer Feedback
NEC ensures that customers’ opinions about the Company are communicated correctly internally so that issues can be 
resolved to meet their expectations. In fiscal 2023, the results of statistical engagement evaluations and analysis of comments 
and answers by customers from the biannual NEC Customer Questionnaire were applied to relevant business areas such as 
sales divisions. The same feedback was also provided broadly to product divisions. In addition to providing VoC to the 
product divisions, we also started to confirm customer feedback via employees, enabling us to grasp their opinion of NEC 
products indirectly. These activities will help to make even more improvements to our products and services. 
Remaining the First Choice of Customers
To create lasting relationships with our existing customers, in fiscal 2023 we continued building systems that will enable 
effective use of knowledge to increase our proposal capabilities and response speed to meet our customers’ strong 
expectations. Specifically, we increased our proposal capabilities in the DX field, where we saw particularly strong interest 
from customers in the NEC Customer Questionnaire, and worked to meet their expectations by running an internal education 
program for employees (DX Academia) throughout the year. The program was attended by over 30,000 employees, mainly 
from the sales division.

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Response to Customer Complaints and Feedback
To facilitate communication with customers, various types of contact desks have been provided for individual and corporate 
customers and for each type of product. Through these, we consult with customers and listen to their feedback and requests. 
Moreover, the NEC Customer Communication Center (“CCC”) has been established as a general contact desk in Japan to 
provide consultation on NEC products, systems and services.
We also provide an inquiry form on the NEC global website to enable customers abroad to consult with us by email.
NEC’s Customer Satisfaction Enhancement Activities
Contact Desk
Customer Relationship Management
Advertising and PR Activities
Responsible Advertising and PR Activities
In our advertising and PR activities, we observe laws and regulations and have prepared various guidelines, such as the “NEC 
Visual Identity Guidelines,” the “NEC Group Advertising Activity Guidelines,” and the “NEC Group Website Guidelines,” 
detailing points of caution in relation to design, accessibility, and production. We are also making an effort to employ fair and 
appropriate language and expressions; in fact, we began disseminating our Social Media Policy externally well before the 
spread of social media. 
NEC Group Social Media Policy
Violations in Advertising and PR Activities
GRI
406-1
417-3
If there is a violation or potential violation in our advertising and PR activities, we deal with it appropriately according to the 
guidance of the relevant government agency.
In fiscal 2023, there were no incidents of non-compliance concerning marketing and communications.

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Quality and Safety Policy
To realize our founding philosophy of “Better Products, Better Services,” we have implemented a steady stream of initiatives 
aimed at improving quality. These include the introduction of quality control, ZD Activities,
1 the quality-operation strategy
2 
and Software Quality Control (SWQC).
As a Social Value Innovator, we hope that all employees will continue to improve the quality of their own work, the products 
they create and the services they provide, and that customers will favor NEC as the provider of trusted “NEC Quality.”
Specifically, we have set up the Quality and Safety Action Policy, and we are conducting activities such as complying with 
product and service quality and safety laws and regulations, improving safe, reliable technologies, standardizing key 
components, sharing expertise and taking steps to prevent defects and recurring issues.
1. ZD (Zero Defects) Activities: Designed to stimulate each employee’s autonomy and passion to eliminate defects from their work through creative 
thinking, cost reductions, and improvements in quality and service
2. An initiative to achieve Companywide improvement in the 7 Qs denoting quality in 1) management, 2) products and services, 3) human behavior, 4) 
workplace environment, 5) relationships with the local community, 6) business results, and 7) corporate image
Quality and Safety Philosophy and Action Guidelines
Throughout the Company, construction work is stringently managed to ensure compliance with the Construction Industry 
Act, the Industrial Safety and Health Act and other laws. In addition, our philosophy is to advance OH&S and ensure that we 
provide customers with social value by establishing a compliance and OH&S culture at construction sites. With this in mind, 
we have set out the following action guidelines.
Construction Work Health and Safety: Action Guidelines
Quality and Safety
Quality and Safety Framework
GRI
403-7
416-1
Quality and Safety Implementation Framework and Quality and Safety Risk Management Framework
One of our most important management issues is how to ensure the quality and safety of our products, system and services 
and deal with related risks.
NEC is working to clarify our system of activities by defining Companywide rules and standard operating procedures, and to 
improve quality and safety. This effort is headed by the Environment and Total Quality Management Departments, the quality 
promotion organizations established at business units and at consolidated subsidiaries, and the quality/safety management 
officers appointed in each business department and at consolidated subsidiaries under the business units.
In regard to risk management related to quality and safety, we have built a Companywide framework and ensure that it is 
thoroughly implemented. If a customer’s system or a system with significant social impact were to experience a serious issue, 
or a major product incident or infringement of technology laws and regulations were to occur, the matter would be promptly 
escalated to management. The business department in charge and specialist staff would confer and reach a swift decision on 
how the customer should be treated, the response to the relevant local/regional authority, and whatever other PR measures 
might be appropriate. Prompt consultations are made in order to determine the most appropriate Companywide policy for 
the matter in question.
Ensuring the Soundness of Construction Work
As a Social Value Innovator, NEC garners trust and contributes to realizing a better society by ensuring the health and safety of
workers through safe construction initiatives that comply with relevant laws and regulations, such as safely installing 
NEC-developed products and systems.
With the mindset that health and safety take priority in all work, including health management, not just for construction 
workers but for all NEC employees and related workers, we deliver outstanding technology and continue to enhance the 
safety of our installation procedures in compliance with relevant laws and regulations to ensure the soundness of 
construction work. In these ways, we are working to build an abundantly safe society that offers peace of mind.
System for Compliance and OH&S in Construction Work (in Japan)
Quality Management System
Today, as society’s focus shifts from manufacturing physical products to creating intangible services, quality controls are also 
changing. At NEC, we have created quality management systems that we implement to realize high-quality products and 
services that satisfy customers’ demands and expectations. In line with our basic stance that “quality is built in through 
processes,” we aim to make continuous improvements to make our processes even better.
Pre-project Assessment
Before embarking upon a new project, we identify the risks involved in executing it and check that sufficient risk 
countermeasures are in place. The assessment is multifaceted, covering aspects such as technological risks and safety  
risks related to quality as well as the development scale and timeframe and the project framework.
Quality Assurance Guidelines for Machine Learning-based Artificial Intelligence
The past few years have seen the proliferation of systems and services that use artificial intelligence (AI). However, the process 
AI models use to create and output the results of their analysis can be difficult for humans to interpret, and conventional 
software quality assurance guidelines alone may not be sufficient. Accordingly, in April 2019 NEC addressed this issue by 
formulating Guidelines to Quality Assurance for Machine Learning-based Artificial Intelligence, designed to ensure the quality 
of AI systems that cannot be handled using conventional software quality assurance alone. We have applied these guidelines 
to the design and development of important AI systems. We continue to make updates to the guidelines on a regular basis, 
and the latest version aims for increased sophistication with improvements to AI security and coordination with checklists 
related to AI and human rights.
Medical and Healthcare Fields
NEC Ethical Review Committee for the Life Sciences
When acquiring people or information and data related to people for trial experiments and research, we follow guidelines and 
hold deliberations on appropriate ethics related to issues including the aims of the research and consideration for the human 
rights and dignity of the subjects in the NEC Ethical Review Committee for the Life Sciences.
Initiatives to ensure transparency in relationships with medical institutions
NEC works to ensure the transparency and soundness of its relationships with medical institutions, with a view to gaining a 
wider understanding of the medical device industry’s contribution to the development of life sciences as well as the high 
ethical standards that companies in that industry adhere to in conducting their corporate activities.
Initiatives in the medical and healthcare fields
We have been establishing a management framework and moving forward with Quality Management System activities and 
compliance with relevant laws and regulations, with the aim of establishing commercial businesses in the medical and 
healthcare fields.
Quality and Safety

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Quality and Safety
Thorough Compliance for Quality and Safety
GRI
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417-2
Compliance with Relevant Laws and Regulations
To visualize the technical laws and regulations with which NEC products must comply, NEC has developed a “map of technical 
laws and regulations” to make it easier to identify what kind of laws and regulations are applied to which departments’ 
products. By using this map, we strive to closely comply with laws and regulations in Japan, including the Electrical 
Appliances and Materials Safety Act, Radio Act and Telecommunications Business Act, and with laws and regulations in 
various other countries related to our products for international markets.
NEC is enforcing compliance with relevant acts and internal rules for instructions and labeling related to the quality and safety 
of its products and services. If violations are found or suspected, NEC will properly address the problem by following the 
direction of the relevant ministries and agencies. 
We also keep up-to-date knowledge of technology laws and regulations in advanced technology and new business domains, 
and check on the status of appropriate implementation of quality management systems through quality audits.
Ensuring Product Safety
NEC complies with the international standards IEC 60950-1 (JIS C 6950-1) and IEC 62368-1 (JIS C 62368-1) as a matter of 
course. In addition, we have established our own Group safety standards to reinforce these standards, and we also perform 
risk assessments to ensure product safety.
If product safety issues arise, we provide information on the NEC website and swiftly notify our customers.
Important Notices from NEC (Japanese only)
Training and Awareness Raising on Quality and Safety
We believe that developing human resources and improving their skills are extremely important measures to improve the 
safety and quality of our products.
Developing Personnel Who Realize Safety and Security
• NEC conducts training programs for specific jobs and fields of specialization with the aims of improving practical design and 
construction skills and providing basic and specialist knowledge on quality and safety management standards as well as 
technical standards.
• For example, we provide rigorous education on technology laws and regulations, such as the Radio Act and the 
Telecommunications Business Act, which are needed for operating telecommunications businesses, and develop engineers 
by fostering a correct understanding of laws and regulations and a safety-oriented mindset.
Project Management Award
• NEC holds an annual presentation of outstanding cases and presents a Project Management Award to the organization or 
group that demonstrated the most beneficial project support, or the project team that tackled a difficult project and 
achieved a particularly outstanding result.
• The intent of the Project Management Award is to raise awareness of the importance of project management among all NEC 
Group employees and to demonstrate the significance of challenging high-risk projects, accomplishment and recovering 
from setbacks.
• NEC also recognizes that increasing awareness of award-winning cases throughout the Group helps to prevent risks from 
materializing in new projects through the horizontal spread of risk management best practice.
Increasing Awareness of Quality through “Quality Month” Activities
• In November, which we have designated “Quality Month,” members of senior management and experts from inside and 
outside the Company conduct seminars and dialogues aimed at ensuring that employees are always highly conscious of 
quality and safety as they work.
• In fiscal 2023, we raised employees’ awareness of quality assurance activities by conducting education on quality risk 
management, quality issues (such as fraud and noncompliance), and quality management.
Construction Work Project Management
We strive to prevent occupational injuries and to improve health and safety standards through our Occupational Health and 
Safety Management System. In particular, using our construction work project management system, we have achieved 100% 
implementation of risk assessments and fixed-term Industrial Accident Compensation Insurance. There were no serious 
occupational accidents in fiscal 2023.

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Policy on Corporate Citizenship Activities
As stated in our Purpose, NEC has committed itself to creation of the social values of safety, security, fairness and efficiency to 
promote a more sustainable world where everyone has the chance to reach their full potential.
Guided by this concept, each member of NEC, from directors to employees, acts as a good corporate citizen by carrying out 
NEC Make-a-Difference Drive corporate citizenship activities aimed at resolving social issues over the medium to long term.
Through these activities, we work with local communities, NPOs and NGOs, local governments and universities, among other 
entities, to promote “Life,” “Society,” and the “Environment,” the three layers of our vision for an ideal society, laid out in the 
NEC 2030VISION. NEC recognizes that local communities are responsible for, or otherwise play a leading role in, solving social 
issues, and that sustainable local communities enable business activities to be carried out in those areas. As members of 
communities, we want to support them in achieving the necessary solutions.
This thinking is also connected to “coexistence with local communities” in the NEC Group Code of Conduct. In addition, NEC 
has positioned the NEC Make-a-Difference Drive as one of the foundations of its efforts to promote diverse human resource 
development, which is one of the Company’s priority management themes from an ESG perspective—materiality. Through 
the NEC Make-a-Difference Drive, officers and employees engage in dialogue and co-creation with various stakeholders, such 
as local communities and the social sector. This provides them with occasions and opportunities to experience social issues 
that merit NEC’s attention as a Social Value Innovator.
We believe that through these occasions and opportunities, employees acquire a mindset for volunteerism and co-creation, 
enabling them as highly socially literate personnel to sensitively grasp the true nature of issues facing customers and society 
so that they can play a leading role in creating businesses inspired by social issues. The social contribution programs and 
collaborating NPOs under the NEC Make-a-Difference Drive are selected based on the following policies and guidelines.
Basic Policy of Social Contribution Program Creation 
Guidelines for Coordination with NPOs
Furthermore, we have established an evaluation system for social contribution  
programs, and we regularly confirm their social impact and promote program  
improvements and revisions.
Social Contribution Program Assessment System
Corporate Citizenship Activities
Medium- to Long-term Targets, Priority Activities and Progress, Achievements, and Issues
Medium- to Long-term Targets and Priority Activities (Scope: NEC Corporation unless otherwise specified) Period: April 2021 to March 2026
1. Expand range of corporate citizenship (Aim for 10,000 new registrants with the NEC Volunteer Support Service  
database by FY2026) 
2. Utilize corporate citizenship as a launching point for social value creation
FY2023 Goals, Progress, Achievements and Issues, and FY2024 Goals
FY2023 Goals
1. Expand range of corporate citizenship
• Increase the number of new employees registered for the NEC Volunteer 
Support Service (a database of employee volunteers) by 1,500 people per year
• Officially launch the new NEC Future Creation Program (SDGs training program 
for the next generation)
2. Utilize corporate citizenship as a launching point for social value creation
• Create new businesses and strengthen cooperation with local communities 
beginning with corporate citizenship initiatives such as the NEC Social 
Entrepreneurship School and the NEC Pro Bono Initiative
Progress, Achievements and Issues
1. Expand range of corporate citizenship
• NEC has created various opportunities, mainly online, for all employees in 
Japan to easily and proactively participate. As a result, the number of newly 
registered employees for the NEC Volunteer Support Service increased sharply, 
by 1,500 people in a year
	 Total number of newly registered employees: 7,376
• Steady start of the NEC Future Creation Program
2. Utilize corporate citizenship as a launching point for social value creation
• Started business collaboration between NEC Karada Care, a healthcare service 
trial project by NEC, and BANSO-CO, Inc., a company founded by NEC Social 
Entrepreneurship School graduates
• Entered into a comprehensive cooperation agreement with Itabashi City (Tokyo 
Metropolitan Area) regarding next-generation education.
The aims of the project are to conduct investigative research and trials in order 
to implement ICT education and create new education services for the next 
generation
FY2024 Goals
1. Expand range of corporate citizenship
• Increase the number of new employees registered for the NEC Volunteer 
Support Service (a database of employees with high social awareness) by 1,200 
people per year
2. Utilize corporate citizenship as a launching point for new business creation, 
support business activities and forge relationships with local communities 
(reach comprehensive cooperation agreements, etc.)
Corporate Citizenship Activity Framework
NEC’s corporate citizenship activities are conducted under three main implementation frameworks:
• Social contribution programs planned and executed under the initiative of the Corporate Promotion Group of the NEC 
Corporate Communications Department and the department in charge of promoting corporate citizenship activities of each 
NEC Group company;
• Activities for contributing to local communities planned and participated in by NEC Group employees around the world; and
• Various grants from foundations

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Corporate Citizenship Activities
Key Areas of Corporate Citizenship Activities
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Earthquake Relief Support for Türkiye and Syria
The NEC Group donated 10 million yen to help people and areas affected by the earthquakes, through the Embassy of the 
Republic of Türkiye in Tokyo. In addition, NEC Group companies around the world make donations, via methods including online 
donation or through the “cafeteria points” system, to organizations such as the World Food Programme and the Red Cross.
NEC Pledges Support for Earthquake Relief Efforts in Türkiye and Syria
NEC Social Entrepreneurship School
In fiscal 2003, we began the NEC Social Entrepreneurship School, a project for nurturing young social entrepreneurs that we 
launched in cooperation with the NPO ETIC. As of fiscal 2023, 70 groups have graduated from the school. The project has been 
called a gateway for the success of social innovators because of the large number of celebrated young social innovators that it 
has produced.
In February 2023, the NEC Social Entrepreneurship School invited the NPO ETIC. and young social entrepreneurs (alumni) to 
take part in a special program, involving a special dialogue on the theme of “What is Social Value Creation through ‘Co-
Creation’?—Case Studies in Agriculture and Healthcare.” The special program aims to encourage employees to interact 
directly with active entrepreneurs who are leading social innovation. This enabled them to (1) discover and learn about social 
issues as an individual employee, (2) foster an entrepreneurial spirit, and (3) renew their understanding of the importance of 
co-creation to achieve the previous points, in order to realize the goal of social value creation as part of NEC’s Purpose. 
About 400 employees, who are either currently engaged in solving social issues or intending to tackle them, participated in 
the program.
The following two social entrepreneurs explained social issues that they are tackling, before discussing the importance of 
co-creation in resolving those issues.
Participating social entrepreneurs:
Kunihiko Ono, SAKA NO TOCHU Co., Ltd. (graduated in fiscal 2010)
Satomi Doi and Aya Isumi, BANSO-CO, Inc. (graduated in fiscal 2022)
BANSO-CO, Inc. and NEC Karada Care, a healthcare service trial project run by NEC, started a business collaboration in June 
2022. This collaboration between BANSO-CO, which deals with mental healthcare, and NEC Karada Care, which handles 
physical healthcare, aims to realize provision of more efficient and effective total healthcare services.
NEC Social Entrepreneurship School
NEC Pro Bono Initiative
In fiscal 2011, NEC introduced the NEC Pro Bono Initiative, a program that helps NPOs and social entrepreneurs address their 
target issues with assistance from the professional skills of NEC employees. In doing so, NEC became the first Japanese 
company to start pro bono activities. In fiscal 2023, we conducted joint activities with the Tokyo Metropolitan Government, 
Kawasaki City (Kanagawa Prefecture) and the Japan Network for Public Interest Activities (JANPIA), a Designated Utilization 
Organization for the utilization of funds from dormant accounts, as pro bono partners.
• In our partnership with the Tokyo Metropolitan Government, in July 2021 we entered into an agreement regarding technical 
support for lessons on the use of digital technology in public elementary and junior high schools in the metropolitan area.  
This initiative led to NEC and Itabashi City entering into a comprehensive cooperation agreement in September 2022 regarding 
next-generation education, which has included running an internet safety and security class for elementary school students 
called e-Net Caravan. Employees volunteered to participate in the lessons, with the aim of identifying issues and needs in the 
education space and conducting investigative research and trial projects in order to create new education services. 
• In our partnership with Kawasaki City, the Kawasaki City Social Welfare Council, Toko Gakuen High School (Kawasaki City) 
students and employee volunteers from the NEC Pro Bono Club planned events for distributing food and daily necessities 
collected through donations to households struggling during the COVID-19 pandemic. The events were held at NEC’s 
Tamagawa Office in May 2022 and March 2023, and were attended by a total of 310 people from 150 households. 
• In our partnership with JANPIA, employee volunteers from the NEC Pro Bono Club participated in pro bono activities for the 
Sumiyoshi Area RINPO Project Promotion Association (Sumiyoshi Ward, Osaka City), one of the recipients of funds from 
dormant accounts. This activity involved providing promotional support to raise awareness of the association’s new 
initiatives (to create a space for local children and a children’s cafeteria) among local residents.
In addition, as a new initiative, in fiscal 2023 NEC collaborated with Osaka Prefectural Toyonaka High School on community 
co-creation activities through pro bono work. This initiative was part of a comprehensive cooperation agreement that NEC 
and Toyonaka City (Osaka Prefecture) entered into in 2020, related to next-generation government services that utilize ICT.
In fiscal 2023, NEC’s pro bono work to date was recognized for its continuity, pioneering spirit, and future development 
potential. NEC received the Grand Prize in the Corporate Volunteer Awards from the Tokyo Council of Social Welfare and the 
Special Prize in the Kawasaki SDGs Awards from Kawasaki City.
NEC Pro Bono Initiative

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
72
Corporate Citizenship Activities
Key Areas of Corporate Citizenship Activities
GRI
413-1
NEC Future Creation Program
In line with the revision of high school curriculum guidelines from fiscal 2023, NEC has developed the NEC Future Creation 
Program in collaboration with the educational consulting company Careerlink Co., Ltd. This education program, aimed at high 
school students, draws upon the SDGs as themes to learn about creating an ideal future. It has been implemented at three high 
schools in Kochi, Saitama, and Fukushima prefectures, with a total of 100 students and 63 employees participating online.
In this program, students take advantage of analysis tools and video content that introduces cases of NEC’s contributions to 
the SDGs while thinking about their own ideal image of the future and coming up with solutions for social issues. Employees 
will also help these students refine their ideas through dialogue.
In a survey of participating students, 95% responded that their understanding of the SDGs had improved, and 97% responded 
that their interest in social issues had increased. Furthermore, the students also said in their feedback that they were able to 
produce better ideas by exchanging opinions with people from different generations, rather than their own generation; that 
they enjoyed learning about how to exchange opinions by listening to other people’s views and widening and expanding the 
conversation, rather than rejecting them; and that they felt that with so many types of technology available, the potential of IT 
is infinite.
Meanwhile, the employees who participated in the program reported that engaging in discussion with the high school 
students helped to broaden their own perspectives; that they also gained insights for new business creation; and that the 
program helped to deepen their understanding of the Company’s initiatives as an employee, and they feel able to give 
feedback related to their core work area. In fiscal 2024, we plan to expand the program and run it nationwide.
Promoting Employees’ Volunteer Activities 
• Under the cafeteria-style benefits and welfare system, “Will be,” provided two options for using points: “support volunteer 
activity expenses” and “donate to volunteer groups and areas affected by disasters.” These options enable employees to 
allocate their points to transport expenses for volunteer activities or donations for the Red Cross, UNICEF and 
other organizations
• Through the NEC Volunteer Support Service (a database of employee volunteers), introduced a range of volunteering 
opportunities, including online, to promote casual and proactive volunteering activities by employees
• In December and January of each year, the NEC Group promotes collection activities for seven items, including Bellmark 
symbols from sponsored products, used books and used postcards, as a familiar activity that is easy for employees to 
participate in.
Collected items are used to support people in disaster affected areas and developing countries through NPOs and other 
organizations.
Initiatives in Local Communities Worldwide
Through its corporate citizenship activities, NEC works on initiatives to promote inclusion and diversity worldwide and within 
local communities, and on community support activities to help solve local issues.
Initiatives in Japan
1. e-Net Caravan
• NEC has implemented e-Net Caravan, which offers awareness-raising activities and guidance for elementary school students 
(third and fourth grade) through to high school students, as well as for guardians and educational professionals, to teach 
them how to use the internet safely and securely. This initiative is meant to address the rights of children set out in the 
Children’s Rights and Business Principles developed by Save the Children (NGO), the UN Global Compact, and UNICEF.
• Nationwide, 300 of our employees currently participate in this initiative as certified instructors.
2. Para-sports promotion activities
To help promote and develop para-sports, we cooperate with various regional stakeholders to collaborate on planning and 
holding prefectural para-sport competitions and Para University Festivals, as well as supporting Boccia activities.
Global initiatives
Wheelchair tennis
Since 1991, NEC has supported wheelchair tennis tournaments held by the International Tennis Federation, spanning a period 
of over 30 years, and employees have supported operation of the tournaments.
Wheelchair Tennis Sponsorship
NEC Corporation India’s initiatives
In 2021, NEC Corporation India Private Limited received the India CSR Leadership Award in recognition of a series of 
humanitarian initiatives.
1. “Gift the Warmth Drive”
• NEC distributed shawls to 1,200 senior citizens living in financial difficulty in rural areas, as a measure against the cold.
• The Gift the Warmth Drive marked its 12th consecutive year in fiscal 2023.
2. Radhakund Ashram
• Since 2015, through the local community NEC Corporation India has been contributing to the health of the women at a 
residential facility for 650 widows, called Radhakund Ashram, by distributing nutritious food such as fruit and milk.
• The subsidiary also conducts health checkups twice a week.
3. Collaboration with NGO Krish
• In cooperation with the NGO Krish, the subsidiary supports the education of 350 underprivileged girls at two rural schools so 
that they can acquire the knowledge, skills, and self-confidence that will help them avoid economic and social insecurity.
• The subsidiary is also working on efforts to protect the environment, create jobs and provide digital infrastructure in rural 
areas, and promote digitalization in these areas through digital literacy.
NEC Corporation of America’s initiatives
1. Collaboration with NPO Catch Up & Read
• NEC Corporation of America has been a partner of Herbert Marcus Elementary School in Dallas, Texas for the past seven years 
and has developed an instructional program from first to third grade in collaboration with educational NPO Catch Up & Read.
• Many children who attend Herbert Marcus Elementary School come from families suffering from economic hardships or 
have difficult situations academically, but thanks to the school’s six-year program, it has become highly recognized as a 
breakthrough campus.
• NEC Corporation of America participates in the leadership program at Herbert Marcus Elementary School, where children 
learn to be leaders by engaging with collaborators from various regions.
2. Collaboration with Haven for Hope
• Haven for Hope in San Antonio, Texas, is the largest homeless support facility in the United States. NEC is cooperating with 
Haven for Hope to develop initiatives that provide hope and a new start for homeless people.
• Haven for Hope is an innovative facility that provides not only shelter, but also emergency support programs and services for 
over 1,300 men, women and families every day.
• Together, we work on creating solutions that use technology to strengthen safety and security for homeless people, 
streamline facility operations, and give homeless people greater self-confidence.

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
73
Corporate Citizenship Activities
Social Contribution Activity Expenses
GRI
203-1
In fiscal 2023, total corporate citizenship activity expenses for the NEC Group were approximately 697 million yen. We 
promoted activities in a variety of fields, including “Academia, Research, and Education” and “Arts, Culture, and Sports.” 
Corporate citizenship activity expenses included the following: 1) financial assistance, 2) charitable donations of products 
quoted on a unit price basis, and 3) public use of NEC facilities (converted into monetary amounts based on the unit price of 
using equivalent external facilities to quantify the cost of using NEC facilities for socially beneficial purposes).
Fiscal 2023 Activity Expenses Breakdown
The fields of activity used in the expenses breakdown below correspond to the fields of activity used in surveys of social 
contribution activities conducted by the Japan Business Federation.
FY2020
FY2021
FY2022
FY2023
Consolidated expenditure 
of social contribution 
(million yen)
Total
493
336
444
697
Cash contributions including 
political donations
467
320
405
685
Use of Company premises / 
Contributions of products 
and equipment
10
10
30
3
Volunteer hours and others
16
5
9
9
Academia, 
research and 
education
Arts, culture 
and sports
Disaster 
prevention/
Town 
planning and 
crime and 
prevention
Social
welfare
Environment
Others
Total
By field (%)
70.3%
13.0%
1.9%
5.6%
2.1%
7.1%
100%
FY2020
FY2021
FY2022
FY2023
Management overheads of social contribution 
activities (million yen)
0
0
27
32
Measuring the Effectiveness of our Corporate Citizenship Activities
FY2023
NEC Social 
Entrepreneurship School
Number of NEC Social Entrepreneurship School graduates
70 organizations
Business continuation rate among graduates
80%
Average growth rate of business scale
Approximately 300%
Number of organizations that have had an impact on national or 
local government policy and businesses
(among the 50 organizations who had graduated by fiscal 2020)
17 organizations (at the 
national level)
31 organizations (at the 
local government level)
Ratio of organizations with experience in transferring their 
know-how and business model to other regions and organizations
(among the 50 organizations who had graduated by fiscal 2020)
45%
NEC Pro Bono Initiative
Number of participating employees
1,653
e-Net Caravan
Number of lessons conducted at elementary and junior high 
schools, etc. nationwide
633

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
74
Corporate Governance System
GRI
2-9
2-10
2-11
405-1
The Company has adopted the structure of a “company with a Nominating Committee, etc.” By clearly separating the oversight 
and execution functions, the Board of Directors strengthens its oversight function, while delegating substantial authority to 
executive officers to accelerate decision-making and business execution. In line with this, the Company also promotes 
strengthening governance on the execution side. Details are available in the Company’s Corporate Governance Report. 
 Corporate Governance Report
Corporate Governance System
Board of Directors (Oversight)
The Board of Directors is responsible for overseeing the execution of duties by directors and executive officers as well as 
guiding the direction of management through deliberation of important matters related to the Company’s basic  
management policy.  
Executive Officers (Execution)
Executive officers execute Company business delegated to them by the Board of Directors.
Audit & Supervisory Board Members (KANSAYAKU) 
(As a result of the transition to a company with a Nominating Committee, etc., the Company no longer has Audit & supervisory 
board members (KANSAYAKU) after the Ordinary General Meeting of Shareholders of the Company held in June 2023)
Basic Views on Corporate Governance
In recognition of the fact that reliable corporate governance is essential to the continuous creation of social value and the 
maximization of corporate value, NEC Corporation (the “Company”) is committed to strengthening its corporate governance 
practices in terms of both oversight and execution through the following basic policies:
1. Assurance of transparent and sound management;	
3. Clarification of accountability; and
2. Realization of prompt decision-making and business execution;	
4. Timely, appropriate and fair disclosure of information.
 NEC Corporate Governance Guidelines
Number of executive officers 
and corporate officers who 
are corporate SVP or above
4
(Of whom, non-Japanese 
officers)
2020
2021
2022
2023
As of 
June 30
As of 
July 1
(As of April 1 of 
each year, 
unless 
otherwise 
noted)
Total
44
 (0) 
45
 (0) 
43
 (0) 
42
 (0) 
50
 (2) 
50
 (2) 
Male
44
 (0) 
45
 (0) 
41
 (0) 
40
 (0) 
46
 (2) 
45
 (2) 
Female
0
 (0) 
0
 (0) 
2
 (0) 
2
 (0) 
4
 (0) 
5
 (0) 
Corporate Governance
Number of directors
1 (Of whom, the 
number of executing persons
2)
2020
2021
2022
2023
(As of July 1, 2023, 
and as of June 30 
for every other fiscal 
year)
Total
11
 (5) 
12
 (5) 
10
 (4) 
12
 (3) 
Male
10
 (5) 
10
 (5) 
8
 (4) 
10
 (3) 
Female
1
 (0) 
2
 (0) 
2
 (0) 
2
 (0) 
Number of outside directors (ratio)
3
2020
2021
2022
2023
(As of June 30 of
each fiscal year)
5
 (45.5%) 
6
 (50.0%) 
5
 (50.0%) 
7
 (58.3%) 
Of whom, the number of 
independent directors 
(ratio)
3
4
 (36.4%) 
5
 (41.7%) 
5
 (50.0%) 
7
 (58.3%) 
Number of non-Japanese directors 
(ratio)
3
2020
2021
2022
2023
(As of June 30 of
each fiscal year)
Total
0
1
 (8.3%) 
1
 (10.0%) 
1
 (8.3%) 
Male
0
0
0
0
Female
0
1
1
1
Number of executive officers
2023
(As of July 1) 
Total
21
Male
19
Female
2
Number of Audit & 
Supervisory Board 
members (KANSAYAKU)
(Of whom, non-Japanese 
members)
1
2020
2021
2022
2023
As of April 1
(As of June 30 
of each fiscal 
year, unless 
otherwise 
noted)
Total
5
 (0) 
5
 (0) 
5
 (0) 
5
 (0) 
Male
4
 (0) 
4
 (0) 
4
 (0) 
4
 (0) 
Female
1
 (0) 
1
 (0) 
1
 (0) 
1
 (0) 
1. Numbers for 2020 through 2022 are the same as for April 1 of the following year, as there were no appointments or dismissals during the term of office. 
2. Number of corporate officers through 2022. Number of executive officers from 2023.
3. Ratio of directors.
4. Number of executive directors, corporate SEVPs, corporate EVPs, corporate SVPs as of April 1, 2023. Number of executive officers, corporate SEVPs, 
corporate EVPs and corporate SVPs as of July 1, 2023. Number of corporate officers through 2022.

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
75
Independence of the Board of Directors
From the perspective of ensuring independence, the majority of the Board of Directors is comprised of independent outside 
directors. The number of independent outside directors is as presented in Corporate Governance System.
Independence Criteria for Outside Directors
Criteria and Process for Selecting Directors 
GRI
2-10
Reasons for Nomination of Outside Directors, etc.
Corporate Governance
Diversity of the Board of Directors
GRI
405-1
5. A KPI for the Mid-Term Management Plan 2025 is increasing this ratio to 20% by the end of fiscal 2026 (including transfers determined as of April 1, 
2026). This KPI was “Ratio of female or non-Japanese to directors, Audit & Supervisory Board Members (KANSAYAKU), and corporate officers” in 2022, 
but the name of the KPI has changed to reflect the transition to a company with a Nominating Committee, etc. When the Company initially announced 
Mid-Term Management Plan 2025, it became “Ratio of officers ranked executive officer or higher who are female or non-Japanese (excluding Audit & 
Supervisory Board members (KANSAYAKU)).” This ratio, as verified by third party SGS Japan Inc., was 8.0% as of April 1, 2022.
6. As of April 1, 2023, directors, Audit & Supervisory Board members (KANSAYAKU), corporate officers, corporate SEVPs, corporate EVPs and corporate 
SVPs. As of July 1, 2023, directors, corporate officers, corporate SEVPs, corporate EVPs and corporate SVPs.
7. Verified by independent third party KPMG AZSA Sustainability Co., Ltd.
Ratio of female or non-Japanese to directors and officers
5, 6
2022
2023
(As of April 1 of each year)
9.1%
14.8%
7
(As of June 30, 2022 and July 1, 2023)
9.4%
15.3%
Effectiveness of the Board of Directors
The Company conducts an analysis and evaluation on the effectiveness of the Board of Directors once a year and improves 
the function of the Board of Directors. The Company discloses a summary of the results of such analysis and evaluation. Also, 
if necessary, the Company utilizes a third-party evaluation organization in assessing the effectiveness of the Board of 
Directors. The Company discloses a summary of the results of such evaluations along with meeting attendance in its fiscal 
2023 Corporate Governance Report.
 Corporate Governance Report
Meeting attendance
Evaluation of the Effectiveness of the Board of Directors
Remuneration for Directors 
Remuneration for Directors and Executive Officers

NEC ESG Databook 2023
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Sustainability
Environment
Social
Governance
Appendices and Data
76
Risk Management
Risk Management Policies
NEC has appointed a CRO to accurately identify and address internal and external risks related to its businesses. The 
Company maintains a system to mitigate the probability of losses through Groupwide oversight and centralized response to 
risks across the Group.
The CRO chairs the Risk Control and Compliance Committee and provides leadership in detecting and analyzing the 
increasingly diverse and complex risks in the Company’s constantly evolving social and business environment, assessing the 
impact of risks, prioritizing responses according to a risk map, and implementing the required risk countermeasures.
Risk Management Framework
GRI
2-16
407-1
408-1
409-1
Board of Directors
Given its oversight role with respect to business execution, the Board of Directors oversees the effectiveness of risk 
management by receiving reports related to material misconduct and reports on the measures taken for the Priority Risks. 
Executive Committee
The Executive Committee discusses important NEC management issues such as policies and strategies, including Priority 
Risks and other important risks related to management and strategies.
Chief Risk Officer (CRO)
The CRO chairs the Risk Control and Compliance Committee and supervises Companywide activities comprehensively to 
mitigate NEC Group risks.
Risk Control and Compliance Committee
• The Risk Control and Compliance Committee, whose members are officers, investigates the underlying causes of serious 
compliance breaches, studies plans for the prevention of recurrence and preventive measures, and deliberates on policies 
for risk management activities and policies for selection of and countermeasures to the Priority Risks. The committee 
executes a supervisory function in Companywide risk control by, for example, regularly receiving reports from the divisions 
in charge of deliberations and progress status related to specific Priority Risk measures, verifying the activity results and 
issues and future activity plans and providing direction for improving and enhancing measures as needed.
• The CRO chairs this committee, supervising the implementation of Companywide risk management and reporting as 
necessary on important matters and outcomes of the committee’s proceedings to the Executive Committee, which includes 
the CEO.
System for Crisis Management and Business Continuity
 Crisis Management and Business Continuity 
Medium- to Long-term Targets, Priority Activities and Progress, Achievements and Issues
Medium- to Long-term Targets and Priority Activities (Scope: NEC Corporation unless otherwise specified) Period: April 2021 to March 2026
Conduct appropriate risk management
Select important risks that affect business execution and both plan and implement effective countermeasures
FY2023 Goals, Progress, Achievements and Issues, and FY2024 Goals
FY2023 Goals
Conduct appropriate risk management
Establish and implement effective measures for Priority Risks
• Risk of human rights infringements in the value chain
Progress, Achievements and Issues
Measures implemented for Priority Risks
• Clarify customer due diligence perspectives in high-risk regions
• Introduce risk mitigation measures for NEC direct trade projects
• Raise awareness among people involved in businesses in high-risk regions
Examine and assess status of countermeasures for other important risks 
FY2024 Goals
Enhancement of a comprehensive and centralised system to control 
Companywide risks, including the appointment of a CRO
Planning and execution of effective measures for Priority Risks
• Harassment
• Compliance with laws and regulations related to quality and safety
• Improvement of project contract quality

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
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Risk Management
Risk Assessment
Risk Assessment Methodology
Selecting Priority Risks and Countermeasures
The Company creates a risk map based on the results of risk assessments conducted for business divisions and staff divisions, 
and every year identifies Priority Risks with a potentially significant impact on corporate management because of their degree 
and urgency. The Board of Directors receives reports on the Priority Risks and implements countermeasures. 
The Risk Control and Compliance Committee discerns changes in internal and external factors as the basis for discussing and 
periodically reviewing the potential impact of risks.
Long-term Risk
 Environmental Management 
Response to Emerging Risks
Risks Related to Climate Change
Description
Climate change has brought with it an increase in unexpected natural disasters that could cause difficulties with business 
continuity for NEC, its customers, and their supply chains. The introduction and expansion of carbon pricing worldwide, 
aimed at reducing CO2 emissions, could lead to higher costs as NEC works to reduce the emissions produced through its 
business activities.
Impact on business
If customers experience trouble with business continuity, it could cause orders from these customers to fall below expectations. 
Moreover, this would result in higher costs. For example, costs will rise by 2.77 billion yen per year (using 130 yen to the dollar), 
assuming carbon pricing (130 dollars per t-CO2) was applied to its Scope 1 and Scope 2 emissions (about 164,000 tons).
Mitigation measures
• We conduct scenario analyses that envision 2030 and 2050 and cover the entire supply chain and the future of our lifestyles 
and government. 
• We have joined RE100 and are working to expand renewable energy use. 
• We have set internal carbon pricing with the aim of improving energy efficiency and promoting the introduction of low-
carbon facilities and equipment. This price allows us to convert the CO2 reduction that would result from a given capital 
investment into a monetary value, which we can then use as a reference when making investment decisions. 
• We promote initiatives with an eye on potential increases in carbon taxes and emissions trading. 
• We provide customers with a variety of ICT solutions to help them reduce their CO2 emissions. In addition, we conduct the 
setting of environmental management goals aimed at reducing CO2 emissions across the entire supply chain and improving 
business succession measures.
Information Management Risks Associated with Increasingly Sophisticated Cyber Attacks
Description
As cyber attacks become increasingly sophisticated and the targeted businesses are expanding and more complicated, it is 
difficult to discover and mitigate threats such as unauthorized access or vulnerabilities in information management systems 
in a timely manner.
Impact on business
NEC collects, holds, uses, transfers and otherwise processes a large amount of personal and confidential information.
In the event that personal or confidential information held by NEC is leaked or exposed through unauthorized access or cyber 
attacks and is used fraudulently, NEC may be legally responsible and may be subject to disciplinary action by regulatory 
authorities. This could damage NEC’s reputation and brand value. The risk of unauthorized access and cyber attacks exists not 
only for NEC’s own products, services and systems, but also for those of our customers, contractors, suppliers, business 
partners and other third parties.
Mitigation measures
We are implementing robust and flexible measures throughout the Group based on the CISA
1 Zero Trust Maturity Model.
Based on Cybersecurity Management Guidelines Ver. 3.0 formulated by the Ministry of Economy, Trade and Industry, 
Government of Japan and Cybersecurity Framework (Version 1.1) of the NIST,
2 we are strengthening intelligence (proactive 
defense) and resilience (ability to recover from attacks) against cyber attacks.
In addition, presenting cybersecurity risks to all employees on a dashboard as part of our data-driven transformation is 
supporting quick management decisions and autonomous front-line actions.
Furthermore, based on Security by Design 3.0, which considers security from the design stage, we are enhancing measures 
that include our supply chain in order to provide safe, high-quality services.
Please refer to our Information Security Report for details about our initiatives.
Information Security Report
1. Cybersecurity & Infrastructure Security Agency (an agency of the United States Department of Homeland Security)
2. National Institute of Standards and Technology (an agency of the United States Department of Commerce)

NEC ESG Databook 2023
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Sustainability
Environment
Social
Governance
Appendices and Data
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Risk Management
Risk Culture
Incentives Based on the Personnel Evaluation Process and Risk Management Evaluation Indicators
A department is responsible for the system for each risk, and the response to that risk is directly linked to the operations of 
that department. Business performance is directly reflected in performance appraisals.
Risk Management Training and Education
NEC provides risk management training for managers to increase awareness and understanding of risk management.
Confirmation and Reporting of Potential Risks by Employees
GRI
2-26
 Internal Reporting System 
Internal Feedback Process for Potential Risks
The Risk Control and Compliance Committee and senior management exchange and discuss information about latent and emerging 
risks to enhance the Company’s capability to address risks. We also continuously improve our risk management methodology.
Crisis Management and Business Continuity
Crisis Management and Business Continuity Policies
NEC has prepared a business continuity plan (BCP) and is promoting business continuity management so that the Company 
can fulfill its social responsibilities by continuing to stably supply customers with products and services even when risks 
actualize in the form of earthquakes, typhoons, and other natural disasters; global pandemics; wars; or terrorist attacks.  
Our goal is to be able to continue NEC Corporation’s business as far as possible, and to recover operations quickly if they  
are interrupted.
Basic Disaster Response Policies
Crisis Management and Business Continuity Organization
NEC Corporation will continue business proactively and flexibly through the following three functions. The status of activity 
will be reported regularly to the Board of Directors.
1. Business Continuity and Disaster Recovery Headquarters
This function is headed by the president and comprises corporate divisions such as the Human Resources and General Affairs 
Department. The Headquarters maintains senior management’s decision-making function and prepares an environment for 
recovering operations.
2. Business Unit BCP Teams
These teams are formed in each business unit. They conduct activities for recovery of business (customer response,  
gathering information of damage to operations, recovery, logistics, and securing materials, etc.).
3. Workplace BCP Teams (Bases)
These teams are formed at the workplace and base level. They secure the safety of the workplace, confirm the safety of 
employees, quickly recover worksite infrastructure, support employees’ lives, assist those who wish to return home, and 
coordinate with the community.
In addition, internationally we have formulated BCPs in response to each country’s risk under the global system of five 
Regional Headquarters (RHQ), along with information escalation rules in the case of emergencies.

NEC ESG Databook 2023
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Sustainability
Environment
Social
Governance
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Risk Management
Crisis Management and Business Continuity
Response to Large-scale Disasters, Incidents and Accidents, and Infectious Diseases
Response to COVID-19
NEC implemented the following measures in fiscal 2023 to prioritize the lives and safety of its employees.
• All employees take thorough precautions against COVID-19
• Temperature checks each morning, handwashing, and gargling
• Staggered work hours, telework and other measures to prevent the spread of infection at work
• Following rules for reporting when not feeling well
• Checking movement history around time of testing, maintaining distance from other people and thorough measures to 
prevent the spread of infection such as disinfecting surfaces
• The third work-sponsored vaccination for employees 
The categorization of COVID-19 under the Act on the Prevention of Infectious Diseases and Medical Care for Patients  
with Infectious Diseases changed in May 2023, and relevant infection control measures are now the same as those for 
seasonal influenza.
Responding to the Risk of Storm and Flood Damage
NEC Corporation has constructed a system in which the Company’s internal disaster information sharing system automatically 
receives disaster information from the Japan Meteorological Agency and displays the range of impact on a map. This allows us to 
understand at a glance information regarding the Company’s sites, customers, suppliers, and others located within that range.
Furthermore, we prepare for storm and flood damage by using the latest hazard maps to evaluate storm and flood damage 
risk at each business site. Based on these evaluations, while taking into account the balance between the impact of a disaster 
and cost, we are establishing periphery flood barriers at facilities that would require considerable time to restore.
ISO 22301:2019 Certification Acquisition
NEC has acquired ISO 22301:2019 certification, mainly in its system maintenance divisions and datacenter operations 
divisions. ISO 22301:2019 is an international standard for Business Continuity Management Systems (BCMS).
Moreover, divisions that have not acquired ISO 22301:2019 certification are complying with the international standard as far as 
possible and have put in place efficient and effective countermeasures to prepare for potential threats to business continuity, 
including earthquakes, floods, typhoons, and other natural disasters; system faults; pandemics; power outages; and fires.
ISO 22301:2019 Certification
Exercises and Training on Disaster Prevention and Business Continuity 
Education, Exercises and Training on Disaster Prevention and Business Continuity
Education and online training
NEC and affiliated companies in Japan conduct the following training and drills every year to prepare for large-scale natural 
disasters with the aim of minimizing damage and resuming operations as quickly as possible.
• NEC conducts drills to confirm disaster response procedures in accordance with work styles as part of work style 
transformation.
• NEC holds online training and workplace discussions that serve as opportunities to think about how to act during a natural 
disaster, what can be done beforehand, and the necessary preparations for dealing with a large-scale earthquake, while 
drawing up specific natural disaster scenarios.
  
Enhancing the degree of completion of BCPs
• Since 2016, NEC has introduced systems for visualizing the business continuity status for each company and division by 
using indices such as “organizational state in regular times and at the time of disaster,” “leadership,” “disaster prevention 
and business continuity plan,” “support status,” “effective operation,” and “evaluation and improvement.”
• We will refine the system to cement a business continuity mindset as part of our organizational culture and continue  
making improvements across the entire NEC Group to enable each division and employee to think and act autonomously 
during disasters.
Participation in the Activities of External Organizations
NEC Corporation has been a Business Ethics Research Center (BERC) member since its establishment in 1997. BERC collects 
worldwide information relating to business ethics, undertakes research on ethics, offers consulting on business activities, and 
educates businesspersons while promoting ethics. We have utilized information on examples of initiatives at other companies 
obtained through BERC in the planning of various measures.

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Compliance
Compliance Policy
In its Principles, NEC subscribes to “Uncompromising Integrity and Respect for Human Rights,” and conducts continuous 
Companywide activities involving everyone from officers to employees with management firmly based on compliance.
Compliance
NEC aims to establish compliance within its corporate culture by ensuring that each officer and employee treats compliance as 
their own responsibility and practices conduct in accordance with the NEC Group Code of Conduct. Moreover, the Code has 
been translated into Japanese, English, Chinese, Portuguese, and Spanish. By promoting the Code at consolidated subsidiaries 
abroad, we are creating a corporate culture in Japan and abroad that gives first priority to compliance. Also, we recognize that 
the Code should be revised regularly. If a violation is found, the person or persons associated with the infraction will be dealt 
with according to employee regulations, and consideration will be given toward reflecting the violation in the performance 
evaluation of the relevant department.
In order to realize effective compliance measures, the general managers of every division have taken leadership and 
responsibility for discussing and implementing the optimal measures for their divisions with support from the corporate 
divisions.
Furthermore, identifying compliance as one of NEC’s priority management themes from an ESG perspective—materiality—
the Mid-term Management Plan 2025 sets as a goal zero cases of serious involvement with cartels and/or bid-rigging.
Periodic Rotation and Reengagement of Accounting Auditors	
Pursuant with regulations such as those that are based on the Certified Public Accountants Act and which concern accounting 
auditors, the Company manages operations based on the following rules.
Engagement partners may not be engaged for more than seven accounting periods in duties that entail conducting audits of 
the Company. Lead engagement partners may not be engaged for more than five accounting periods in duties that entail 
conducting audits of the Company.
For two accounting periods after being replaced, engagement partners may not be engaged in duties that entail conducting 
audits of the Company. For five accounting periods after being replaced, lead engagement partners may not be engaged in 
duties that entail conducting audits of the Company.
Medium- to Long-term Targets, Priority Activities and Progress, Achievements, and Issues
Medium- to Long-term Targets and Priority Activities (Scope: NEC Corporation unless otherwise specified) 
Period: April 2021 to March 2026
M: Major non-financial indicators related to materiality
M: Engage in thorough compliance
Establish a Groupwide culture that prioritizes compliance and promote fair trade, drawing from the NEC Group Code of Conduct
FY2023 Goals, Progress, Achievements and Issues, and FY2024 Goals
FY2023 Goals
Engage in thorough compliance
• Number of cases of serious involvement with cartels and/or bid-rigging: 0
• Raise the completion rate of online compliance training  
(completion rate: 98% or higher)
• Number of reports submitted to the Compliance Hotline: 80 cases or more
Progress, Achievements and Issues
Engage in thorough compliance
• Number of cases of serious involvement with cartels and/or bid-rigging: 0
• Raise the completion rate of online compliance training  
(98.4% completion rate)
• Number of reports submitted to the Compliance Hotline: 109 cases
FY2024 Goals
Engage in thorough compliance
• Number of cases of serious involvement with cartels and/or bid-rigging: 0
• Raise the completion rate of online compliance training (98% or higher)
• Ensure awareness of Compliance Hotline (90% awareness)

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Compliance
Compliance Framework
GRI
2-16
407-1
409-1
NEC Corporation enforces and implements compliance with senior management.
Audit & Supervisory Board Members (KANSAYAKU)
(As a result of the transition to a company with a Nominating Committee, etc., the Company does not have Audit & 
Supervisory Board members (KANSAYAKU) after the June 2023 Ordinary General Meeting of Shareholders.)
The Audit & Supervisory Board Members (the “A&SBMs”) audit the performance of duties within NEC Corporation by regularly
discussing reports of audit results received from the Group Internal Audit Division, or reports on the status of operations of the
Compliance Hotline, the internal reporting system pertaining to business ethics and violations of laws and regulations.
Chief Legal & Compliance Officer (CLCO)
The CLCO is the deputy chairperson of the Risk Control and Compliance Committee and oversees Companywide compliance 
promotion activities.
Risk Management and Compliance Department 
The Risk Management and Compliance Department formulates and implements various initiatives designed to enforce 
compliance, including instilling knowledge of the NEC Group Code of Conduct. In addition, the department provides the 
necessary support, coordination, and guidance to ensure that risk management in the business and corporate staff 
departments is implemented systematically and effectively. 
For example, the department enhances the risk control function for the entire NEC Group by continuously supporting risk 
control activities in each division including subsidiaries. This is accomplished by collecting external information, investigating 
using a risk management survey, and exchanging information with subsidiaries worldwide.
In addition, the department regularly listens to and discusses reports on audit results from the Group Internal Audit Division 
and receives status reports on the operations of the Compliance Hotline, the internal reporting system pertaining to business 
ethics and violations of laws and regulations.
Group Internal Audit Division
Members of the Group Internal Audit Division include experts in internal audits. The division conducts audits to ensure that 
NEC is operating lawfully, properly and efficiently. It also points out problems and proposes improvements.
Compliance Promotion at Consolidated Subsidiaries
• The presidents of our consolidated subsidiaries take ownership of drafting and implementing compliance measures with 
guidance and support from the Risk Management and Compliance Department, corporate departments and business units.
• In regard to consolidated subsidiaries abroad, the five Regional Headquarters (RHQ), including the subsidiaries under them 
worldwide, further strengthen compliance.
• NEC has also established channels for reporting compliance-related issues regularly, and as the need arises, from the 
consolidated subsidiaries in Japan and abroad to the head office in Japan.
Basic Policy on Internal Control Systems
Compliance Implementation Framework

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Compliance in Practice
Compliance Initiatives
Conducting Various Initiatives for NEC Compliance Day
Every November 18, NEC holds its NEC Compliance Day, marking the date on which it received an on-site inspection by the 
Japan Fair Trade Commission in connection with sales of digital firefighting emergency radio systems. On this day, NEC 
reaffirms the importance of compliance at NEC Corporation and its subsidiaries in Japan and abroad with a variety of 
activities meant to spread awareness and ingrain compliance as part of NEC’s corporate culture.
Messages from senior management
Officers, including the president, corporate officers, division general managers, and the presidents of consolidated 
subsidiaries in Japan and abroad, communicate messages to underscore the importance of compliance to all employees. 
This includes adherence to the NEC Group Code of Conduct.
Reaffirming the relevance of the Antimonopoly Act violations
• Distribute videos of lectures given by employees who responded to the three Antimonopoly Act violations committed by the 
Company in the past to keep them relevant.
• Conduct retrospective interviews with executives of the sales divisions and the Legal Department who were involved in the 
response at the time.
Special lecture and compliance award
• Lectures are given by the Company’s president and instructors from outside NEC who are familiar with compliance.
• Departments that take ownership and actively work to ensure compliance are recognized, and the activities of each 
department are enhanced by showcasing specific initiatives.
Compliance quiz
Activities are conducted to enhance understanding of compliance by citing familiar examples.
Study sessions
Corporate departments and others conduct webinars to improve understanding of each system.
Online NEC Compliance Day portal
An online NEC Compliance Day portal is set up on the Company intranet to enable employees to browse activities and 
information related to the event at any time.
 Risk Management 
Compliance Training and Education
NEC Corporation and its subsidiaries in Japan conduct web-based training regarding compliance for all corporate officers and 
employees (including dispatched employees) once a year (completion rates in the training period: NEC Corporation: 98.4%; 
consolidated subsidiaries in Japan: 97.6%).
Those unable to take the course within the period must commit to taking it in the next round. Also, NEC Corporation is 
deploying training content for consolidated subsidiaries abroad translated into multiple languages (Japanese, English, 
Spanish, Portuguese, and Chinese). On NEC Compliance Day we also keep these incidents relevant by reminding employees 
of the impact of the three incidents related to violations of the Antimonopoly Act.
Web-based compliance training 
completion rate
FY2020
FY2021
FY2022
FY2023
Non-consolidated
98.8%
99.0%
99.0%
98.4%
Consolidated Group in Japan
98.9%
98.5%
98.5%
97.6%
In addition, the corporate officers and employees participating in this training pledge to consistently maintain unwavering 
integrity based on the Principles of the NEC Group and act in accordance with the Group’s Code of Conduct. They also 
announce their own initiatives to ensure a corporate culture of compliance. Furthermore, NEC Corporation uses training for 
new employees and stratified training for new corporate officers and new division general managers as opportunities to 
emphasize the importance of conduct that complies with the NEC Group Code of Conduct.
Compliance

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Compliance
Internal Reporting System
Compliance Hotline (Whistleblowing System for Employees and Business Partners)
GRI
2-26
414-2
The Compliance Hotline is NEC’s whistleblowing system for preventing corruption and fraud, and for other compliance 
matters in general. We have also established a contact point for the hotline at a third party as an additional contact point in 
order to enhance convenience and to address a broader range of risks at an early stage. This contact point receives reports 
from whistleblowers not only among employees of NEC Corporation but also its subsidiaries in Japan and business partners. 
The identity of whistleblowers who contact the hotline and the nature of their reports are guaranteed confidentiality by the 
personnel in charge. In addition, whistleblowers will never suffer retaliation for having made a report. In the unlikely event 
that such retaliation takes place and is confirmed, necessary corrective measures will be taken.
As a response to the Amendment of the Whistleblower Protection Act, we have strengthened the system in place for 
protecting whistleblowers, which includes the designation of workers dedicated to responding to whistleblowing reports. 
Another response is the “Audit Committee Hotline,” an internal reporting system that allows whistleblowers to report 
fraudulent activity by members of the board and/or executive officers to the Audit Committee. We will continue to ensure the 
protection of whistleblowers and work to establish a system that allows employees and other parties to make reports with 
peace of mind.
NEC and its consolidated subsidiaries in Japan have taken steps to ensure the protection of confidentiality and prevention of 
retaliation by establishing the Compliance Hotline Regulations as internal regulations and make them known to employees 
through training programs and other means.
In fiscal 2023, the number of reported cases was 109. The reported cases included ethical behavior violations, violations 
against the NEC Group Code of Conduct or Company rules and fraud. All 109 cases have been appropriately handled.
FY2020
FY2021
FY2022
FY2023
Compliance Hotline: Number of 
consultations
90
76
62
109
Examples of the measures taken are as follows.
In a report under the category of power harassment, sexual harassment, or any other form of harassment, the facts were 
confirmed, and the offender was given guidance and transferred, giving consideration to the whistleblower’s wishes.
For NEC’s consolidated subsidiaries abroad, Regional Headquarters (RHQ) also set up multilingual whistleblowing systems 
operated by third parties in each region, which are available for local officers and employees to use in the native local 
language (English, Spanish, Portuguese, and Chinese). The consulted/reported cases and their handling by consolidated 
subsidiaries abroad are shared with NEC Corporation.
The Global Hotline, an additional contact point for subsidiaries abroad, is aimed at early detection and resolution of fraudulent 
activities involving executives at consolidated subsidiaries abroad. Accordingly, this hotline functions independent of these 
executives, and we are working to expand the number of companies that can take advantage of this new contact point.
The status of Compliance Hotline implementation and operation (including the internal reporting systems of NEC Corporation 
subsidiaries) is regularly reported by the Group Internal Audit Division to the Board of Directors and the Audit Committee.
Compliance in Practice
Compliance Awareness Survey
Survey on Compliance Promotion Initiatives
We conducted a survey of all corporate officers and employees in conjunction with web-based training regarding compliance 
in order to evaluate the status of their initiatives on compliance promotion and their awareness of compliance. Furthermore, 
in a questionnaire survey conducted after NEC Compliance Day, we asked employees of each division to evaluate the 
messages delivered by their respective division general manager.
The results of the questionnaire surveys were posted as feedback on the intranet portal and have been useful for proposing 
and implementing measures to further enforce compliance.
Exchanges of Opinion with Business Divisions
To further increase each division general manager’s ownership of ensuring compliance, in fiscal 2023 the Risk Management 
and Compliance Department held an exchange of opinions with approximately 28 business divisions and subsidiaries.
Number of, Details on and Measures for Handling Compliance Violation
GRI
2-27
205-3
206-1
In fiscal 2023, once again there were no cases of serious involvement with cartels and/or bid-rigging in the NEC Group.
No major issues regarding bribery or competition law violations have occurred that would require public disclosure.

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Prevention of Corruption
Policy for Prevention of Corruption
The Company prevents bribery by disseminating and developing its Anti-Bribery Policy and Anti-Bribery Manual. In addition, 
the NEC Group Code of Conduct covers prevention of bribery and corruption; entertainment, gifts, donations, and political 
activities; prohibition against involvement in antisocial acts; and prohibition on insider trading. In these ways, we make every 
effort to completely preclude all forms of bribery and corruption.
 NEC Group Code of Conduct 
Anti-Corruption Framework and Initiatives
GRI
205-1
205-2
The Legal and Compliance Division has formulated the Anti-Bribery Policy and the Anti-Bribery Manual and disseminates 
them throughout the Company. The manual prevents bribery by stipulating the roles of general managers and specific 
methods for preventing bribery. These roles and methods include bribery risk assessment regarding a division’s business and 
operations, including procedures if risk is deemed to be high and due diligence regarding retained parties
1 or partners 
employed in the Company’s business activities. 
For due diligence, NEC stresses the importance of evaluating bribery risk through communication and collection of 
information by retained parties or partners on behalf of the Company or as its agent, as well as the importance of continued 
monitoring due to the possibility of risks related to retained parties or partners changing with the passage of time.
Additionally, to counter the risk of bribery in business transactions conducted by retained parties or partners, NEC mandates 
that contracts include provisions about preventing bribery and has changed the scope of monitoring that is performed.  
Retained parties enlisted to assist with sales promotions and winning orders are made aware that there may be additional 
procedures to take, including with related staff divisions, in accordance with the type of risk.
Furthermore, as the world’s nations work on strengthening their anti-bribery laws, NEC has also developed a Guideline for 
Provision of Gifts, Hospitality, Travel Expenses and Donations, and provides guidance, support, instructions and more to 
relevant internal divisions and consolidated subsidiaries in Japan and abroad.
Checking on routine operations is an important part of preventing corruption, and therefore guidelines and rules have been 
established by the Human Resources and General Affairs Department for hospitality, gifts, and donations, such as political 
donations, the planning divisions of each business unit for operating expenses, and the Sourcing and Purchasing Department 
for procurement expenses; expenditures requested by the Company’s divisions are checked to ensure there are no problems.
1. Our Anti-Bribery Policy is based on a risk-based approach, and it defines enlisted agents, intermediaries or other third parties involved in certain 
operations that are assumed to have a relatively high bribery risk as “retained parties.” 
Political Donations
GRI
415-1
FY2020
FY2021
FY2022
FY2023
Political donations
2 (Million yen)
15
15
15
18
2. The donations are made to a political organization, giving due consideration to necessity and appropriateness, as well as complying with relevant 
laws and ensuring transparency.
Compliance

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Competition Law Compliance
Competition Law Compliance Policy
We take active measures to prevent the violation of antimonopoly laws. These measures include setting as a goal zero 
cases of serious involvement with cartels and/or bid-rigging as a KPI for materiality.
The Company has established the NEC Group Competition Policy, formulating basic considerations on compliance with 
Japanese and international competition laws to reduce the risk of violations, and broadly disseminates information about 
this policy within NEC and certain consolidated subsidiaries in Japan and abroad.
Competition Policy
Our Response to Past Incidents of Violations
In July 2016, NEC was notified by the Japan Fair Trade Commission of violations of the Antimonopoly Act, related to 
business transactions with Tokyo Electric Power Co., Ltd. (now Tokyo Electric Power Company Holdings, Inc.) in electric 
power security communications equipment. NEC was notified again of similar violations in February 2017 related to digital 
wireless communications equipment for fire rescue, and also for business transactions with Chubu Electric Power Co., Ltd. 
in electric power security communications equipment. In order to keep these three events fresh in mind and use them as a 
basis for reflection, we established NEC Compliance Day on November 18, being the date on which we received an on-site 
inspection by the Japan Fair Trade Commission. In order to promote fair commercial transactions, we consider the 
commitment of management executives to be the most important element in promoting fair commercial transactions. For 
this reason, on NEC Compliance Day, the management executives issue a message to all employees to help reaffirm the 
importance of compliance every year, including promoting fair commercial transactions.
NEC Corporation was also subject to an investigation from the World Bank, on suspicion of violating the World Bank’s 
procurement guidelines in relation to the planned financing of a tender project in Hanoi, Vietnam, and ultimately reached 
a settlement agreement with the World Bank in July 2018. On the advice of the World Bank, the Company conducted 
measures to strengthen its compliance programs, such as revising the NEC Group Code of Conduct and regulations and 
manuals related to preventing anti-corruption. The World Bank lifted its sanctions on January 19, 2020.
Competition Law Compliance Framework and Initiatives
NEC Corporation promotes compliance with competition laws through cooperation and coordination between the Legal 
and Compliance Division and other divisions.
Compliance
Tax Compliance 
Tax Policy
GRI
207-1
207-2
207-3
In the Group Code of Conduct, NEC members promise that they will:
• Comply with international rules, applicable laws and regulations, this Code of Conduct, and in-house policies and 
guidelines in every aspect of the Company’s activities at all times, and also understand the cultures and customs of 
countries and regions, and act in good faith in accordance with a good social conscience based on high ethical standards; 
and
• Keep all financial records, accounting records, and all other records accurately and fairly, and not perform accounting 
processing in an improper manner or any other act that may cause any loss or damage to the Company.
We also follow that basic approach in relation to tax matters and are striving to optimize them from a medium- to 
long-term perspective. In addition, on its intranet, NEC provides details about basic rules for corporate taxes and other 
matters as well as a summary of tax reforms and the “Outline of the Tax Reform.”
With the aim of establishing a common framework for managing tax risks and tax policies, NEC has formulated the NEC 
Group Tax Governance Policy, which sets out the principles of tax governance to be followed. We do not engage in tax 
planning solely for tax avoidance, without substantive business objectives. Similarly, we do not transfer profits using tax 
havens with the intention of tax avoidance.
The Chief Financial Officer (CFO) is responsible for the tax governance of the NEC Group.
In Japan, we report the results of our tax returns and tax audits to the CFO and continuously work to implement 
appropriate tax reporting and prevent fraud.
 NEC Group Tax Governance Policy
Transactions between Affiliated Companies
To ensure thorough management of taxation risks in relation to globalization, NEC carries out pricing decisions in 
transactions between affiliated companies based on the arm’s length principle in accordance with the approach 
advocated by the Organisation for Economic Co-operation and Development (OECD) Transfer Pricing Guidelines for 
Multinational Enterprises and Tax Administrations. Having understood the intent of the generally accepted rules and 
guidance regarding international taxes, such as the Action Plan on Base Erosion and Profit Shifting (BEPS), NEC pays taxes 
in a timely and appropriate manner based on tax rules and treaties for each country, by reflecting its business results, and 
does not carry out activities aimed at fraudulent avoidance of taxes.
Relationship with Tax Authorities
NEC endeavors to reduce tax uncertainties through prior consultation with tax authorities and by responding in good faith 
to related information disclosure requests made by tax authorities.
Transparency
NEC complies with the Financial Instruments and Exchange Act and all applicable laws, rules, and regulations in preparing 
and disclosing its Annual Securities Report. Tax-related disclosures required by applicable laws are also included in the 
Annual Securities Report.
Starting from fiscal 2017, NEC has disclosed its consolidated financial results in accordance with International Financial 
Reporting Standards (IFRS). By adopting IFRS, NEC intends to disclose more internationally comparable financial 
information to capital markets and to further enhance transparency of its financial information.

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Supply Chain Management
Supply Chain Management Policy
NEC endeavors to work not only internally, but also through collaboration and co-creation with suppliers to conduct business 
while giving full attention to its impacts on the environment and society as a whole, with the intention of gaining the trust of 
society and helping to create sustainable social value.
Specifically, NEC formulated the NEC Group Procurement Policy based on its concept of Management for Sustainability and on 
the ISO 26000 and ISO 20400 international guidance standards for social responsibility and sustainable procurement. We are 
developing a policy in internal control pertaining to sustainable procurement and rolling it out among suppliers. NEC has 
established Basic Rules for Procurement, and ensures that all employees remain in compliance with these rules. To strengthen 
this effort, NEC also devised concrete operational rules for its procurement processes and ensures that the rules are 
disseminated among procurement-related personnel by conducting regular training.
In terms of implementation among suppliers, the NEC Group Procurement Policy and the Guidelines for Responsible Business 
Conduct in Supply Chains require our suppliers, including upstream business partners, to implement responsible business 
conduct and identify the following six priority risks:
• Human Rights and Labour Practices 
• Health and Safety 
• Environmental Requirements
• Fair Trading and Ethics 
• Product Quality and Safety 
• Information Security
With regard to human rights, the NEC Group Procurement Policy clearly rejects slavery and human trafficking, and the 
Guidelines for Responsible Business Conduct in Supply Chains prohibit forced labour and child labour, while respecting 
workers’ right to organize. The policy and guidelines also require appropriate wages and management of work hours.
Moreover, we perform due diligence on human rights in accordance with the guidance from the OECD, identify and evaluate 
risks, and take steps to mitigate risks.
With regard to the environment, our Guidelines for Responsible Business Conduct in Supply Chains call for a combined effort 
between NEC and its suppliers to realize environmental management. At the same time, we have also set out the 
Environmental Specifications Pertaining to Procurement Restrictions for the Inclusion of Chemical Substances in Products, 
which require compliance with industry regulations on chemicals in products.
Regarding information security, NEC sets out security measures to be observed by outsourcers in Basic Rules for Customer-
Related Work and has them make a pledge to observe them in order to ensure thorough implementation of countermeasures.
Based on this policy and guidelines, NEC will work to deepen mutual understanding with suppliers and promote procurement 
activities in close collaboration with them, while evaluating them comprehensively in terms of quality, cost and delivery (QCD) 
and sustainability, and continuing in efforts to nurture partnerships from a long-term perspective. 
NEC Group Procurement Policy
Guidelines for Responsible Business Conduct in Supply Chains
 Development of Environmentally Friendly Products 
Environmental Specifications Pertaining to Procurement Restrictions for the Inclusion of Chemical Substances in Products
 Information Security and Cyber Security 
Medium- to Long-term Targets, Priority Activities and Progress, and Achievements
Medium- to Long-term Targets, and Priority Activities (Scope: NEC Corporation unless otherwise specified) Period: April 2021 to March 2026
M: Major non-financial indicators related to materiality
M: Suppliers agreeing to procurement guidelines: 75%
1 (by the end of fiscal 2026)
1. Ratio based on the total consolidated procurement amount
FY2023 Goals, Progress and Achievements, and FY2024 Goals
FY2023 Goals
Continue acquiring suppliers agreeing to procurement guidelines for 75%
Progress and Achievements
Suppliers agreeing to procurement guidelines: 83% (by the end of fiscal 2023)
FY2024 Goals
Continue acquiring suppliers agreeing to procurement guidelines for 75%

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Supply Chain Management
Supply Chain Status
Overview of Suppliers
Procurement Amount by Region
2
	
2. Based on location of suppliers’ headquarters
Critical Suppliers
NEC designates critical suppliers as suppliers that account for a large procurement amount, suppliers of rare products  
and suppliers that cannot be easily replaced, and focuses on engaging in sustainable procurement measures. We are 
strengthening initiatives to deal with identified risks in each region, sector and procurement category.
Fiscal 2022
Procurement Amount
1,420
billion yen
Japan
69%
Asia
11%
North America
11%
EMEA
8%
Central and South America
1%
Supply Chain Management Framework
GRI
407-1
408-1
409-1
Sustainable procurement activities of the entire NEC Group are the responsibility of the Chief Supply Chain Officer (CSCO). 
Decisions are made by the Procurement Steering Committee chaired by the Senior Director of the Sourcing and  
Purchasing Department.
In the course of ensuring compliance with purchasing-related laws and regulations, NEC has appointed compliance 
promoters who specialize in purchasing-related laws and regulations at NEC Corporation and its major consolidated 
subsidiaries in Japan. These compliance promoters rigorously enforce legal compliance within their divisions and their 
companies. Compliance promoter conferences are held twice a year, during which they share recent information needed for 
promoting compliance, such as trends in reinforcement of control by competent authorities, training programs for 
procurement personnel, and online training materials.
Regarding international affiliated companies, NEC works with procurement managers at regional headquarters in North 
America, Latin America, EMEA, China, and ASEAN and major local subsidiaries directly controlled by head office to conduct 
quarterly operational reviews in line with their annual activity policies and plans to promote sustainable procurement in 
accordance with the culture and business practices of each country, as well as with the basic policies and guidelines 
mandated by the head office in Japan.
Such meetings receive regular reports and endeavor to enhance governance for both Japan and around the world.
1,420 
billion yen

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Measures Related to Suppliers
Dissemination
GRI
205-2
NEC presents the NEC Group Procurement Policy, the Guidelines for Responsible Business Conduct in Supply Chains, and 
various other guidelines to its suppliers. We also hold exchange meetings with strategic supply chain partners and 
Sustainability/Information Security Sessions, where we explain our policies and guidelines directly to suppliers and ensure 
dissemination of the latest measures.
NEC disseminated information to suppliers about its sustainable procurement policies and measures at exchange meetings 
with strategic supply chain partners held in June 2022 and at the Sustainability/Information Security Sessions, held in July 
2022 with 1,777 companies participating. 
Acquisition of Supplier Sustainability Declarations
GRI
205-2
414-1
NEC enters into basic contracts and obtains declarations that demonstrate suppliers’ commitment to responsible business 
conduct in supply chains. These declarations were formulated in response to the Guidelines for Responsible Business 
Conduct in Supply Chains. As a metric for the materiality “supply chain sustainability,” we aim to acquire declarations from 
suppliers accounting for 75% of the total procurement amount by the end of fiscal 2026. We ask our new suppliers to submit 
their declarations prior to the commencement of business transactions.
As of the end of fiscal 2023, NEC has received these declarations from approximately 11,000 suppliers in Japan and around 
the world (83% of the total procurement amount). We aim to keep this declaration ratio above 75% of the total  
procurement amount.
Strategic Supply Chain Partner Exchange Meetings
GRI
205-2
NEC holds exchange meetings with its main strategically important supply chain partners each year. We require these suppliers 
to understand and cooperate with the NEC Group’s sustainable procurement activities, centered mainly on human rights, labour, 
occupational health and safety, the environment and information security. Moreover, during the meetings, NEC presents 
Sustainability Awards to suppliers that make significant contributions to advancing sustainability initiatives.
The meeting in June 2022 was held online as a preventive measure against the spread of COVID-19. A total of 418 members of 
the management at 204 suppliers from around the world participated.
Initiatives for the Environment
Through the CDP Supply Chain Program run by the CDP, an environmental NGO that NEC partnered with in 2019, NEC surveyed 
the climate change initiatives of 68 companies, mainly hardware suppliers, in fiscal 2023, and provided feedback on the results of 
the survey.
NEC has been recognized on CDP’s Supplier Engagement Leaderboard, the highest Supplier Engagement Rating,
3 for the third 
consecutive year.
We recognize that our various efforts to aim for zero CO2 emissions from supply chains have been highly evaluated. 
3. The Supplier Engagement Rating is given by CDP based on an examination of a company’s initiatives for climate change and reduction of greenhouse 
gas emissions across the entire supply chain.
 External Ratings and Evaluations 
Supplier Education and Awareness Training Activities
GRI
205-2
NEC provides training opportunities and information to help suppliers promote sustainability.
Regarding human rights, in February 2023, NEC invited an external lecturer to lead a Business and Human Rights seminar for 
members of suppliers’ management, of whom 254 attended. An exit survey of attendees indicated 98% comprehension and 
95% satisfaction.
Furthermore, in March 2023, an external lecturer made a presentation titled “Business and Human Rights: Responses Required 
of ICT/Software Companies” for critical suppliers of software. Attended by 110 suppliers, the presentation also included case 
studies. An exit survey of attendees indicated 91% satisfaction. 
Regarding the environment, we continue to hold briefing sessions and provide information on our climate change 
countermeasures.
Supply Chain Management
FY2020
FY2021
FY2022
FY2023
Number of suppliers (people) that  
attended the Sustainability/Information 
Security Sessions 
1,343
(1,804)
1,436
(1,436)
1,792
(2,131)
1,777
(1,777)
FY2020
FY2021
FY2022
FY2023
Suppliers agreeing to procurement 
guidelines
ー
68%
80%
83%
FY2020
FY2021
FY2022
FY2023
Number of suppliers (people) that  
attended the exchange meetings with strategic 
supply chain partners
188
(444)
181
(385)
194
(426)
204
(418)

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
89
Supply Chain Risk Assessment
Risk-based Approach
In September 2022, the Japanese government formulated and published the Guidelines on Respect for Human Rights in 
Responsible Supply Chains, and legal frameworks for preventing human rights abuses in supply chains have been updated 
abroad. With labour in supply chains being identified as a salient human rights issue, NEC improved its efforts at due diligence 
in human rights, in addition to its ongoing initiatives.
Respecting Human Rights
NEC is taking the following steps in accordance with OECD Due Diligence Guidance for Responsible Business Conduct.
Step 1
Gather and evaluate information about risks specific to the ICT sector, regions, and NEC companies based on the ICT Sector 
Guide on Implementing the UN Guiding Principles on Business and Human Rights, the International Trade Union 
Confederation (ITUC)’s 2020 ITUC GLOBAL RIGHTS INDEX, other external research reports, and internal analysis of our 
procurement structure
Step 2
Identify high-priority business domains while referencing results of international NPO Business for Social Responsibility 
(BSR)’s evaluations of human rights impact (human rights risks to workers in manufacturing processes at overseas plants of 
suppliers, including outsourced production, human rights risks to foreign national apprentice interns in technical trainee 
programs in manufacturing processes at domestic plants of suppliers, and overtime work risks in software development)
Step 3
Conduct third-party audits by an external auditing firm that specializes in human rights and occupational health and safety. 
We have selected five suppliers based on evaluation of scope and nature of potential impacts, while mapping the 
aforementioned risks across suppliers. Nonconformance incidents identified in these audits (for example, no human rights 
policy; no emergency exit signs; and not using proper protective equipment such as safety glasses) will be evaluated and 
ranked according to the following four categories from the viewpoints of human rights and occupational health and safety 
under Japanese law and global standards to provide feedback to suppliers and request corrective action.
	
Minor	
1. Response not required
　　　　　　
	
	2. Items for improvement 
	
	
3. Items for improvement (high priority)
	
Major	
4. Items for correction
Supply Chain Risk Assessment Results and Corrective Action
GRI
205-2
Document Check
NEC conducts self-assessments in order to assess the status of supplier compliance with requirements and initiatives relating 
to the fields of human rights, occupational health and safety, the environment, fair trade and ethics, and information security.
Document checks are implemented through two inspections: sustainable procurement self-check sheets (human rights, 
occupational health and safety, the environment, fair trade and ethics, and other) and information security check sheets, 
which utilize a special system.
In the sustainable procurement self-check sheets, in addition to the inspection themes for human rights, occupational health 
and safety, the environment, fair trade and other, we newly added important inspection themes for foreign national technical 
intern programs and human rights measures of suppliers at tier 2 and further upstream. We received responses from 1,009 of the 
1,081 companies we queried, and evaluated the status of each supplier, ranking them on a five-point scale of A, B, C, D, and Z for 
each theme in light of the following evaluation criteria: “score rate” and “critical points.”
4
We issued feedback sheets to all of the suppliers that responded, indicating their score for each inspection theme and 
comparison to the average score for each product type, and shared the evaluation results with them. In this survey 15 
suppliers received a Z rating, indicating the existence of potential risks.
Through supplier engagement, such as promoting an understanding of the conditions and providing correctional guidance, we 
will support suppliers that received the Z rating, with the aim of correcting identified issues during the first half of fiscal 2024.
NEC conducted document checks on 1,785 companies using the information security check sheet. Information security is an 
essential issue for us as a system integrator of information systems that serve as social infrastructures. In our collaborations 
with business partners, we believe it is important to ensure that the technology capabilities and information security level of 
the business partners meet our required standards. To this end, NEC categorizes its suppliers by information security level 
according to the implementation status of their information security measures based on the results of document checks. We 
then select suppliers for a project appropriately in accordance with the required level for the project when outsourcing tasks.
 Information Security and Cyber Security 
4. Critical points are questions that NEC has identified as potential risks, in light of the Guidelines for Responsible Business Conduct in Supply Chains, 
issued by NEC in July 2020, and other regulations, if initiatives remain unaddressed.
Supply Chain Management
FY2020
FY2021
FY2022
FY2023
Number of suppliers that responded to 
document check
ー
696
956
1,009
Evaluation 
categories
Criteria
Description
A
Score rate between 80% and 100%
Implemented outstanding initiatives
B
Score rate between 60% and 80% 
Implemented standard initiatives
C
Score rate between 50% and 60% 
Implemented initiatives but only for some issues
D
Score rate of 50% or below
Initiatives themselves are insufficient
Z
Unable to clear critical points
Risks expected

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
90
Supply Chain Risk Assessment
Supply Chain Risk Assessment Results and Corrective Action
On-site Assessment
When the SCM, Environment, TQM and Hardware Strategy Division makes an inspection of sustainable procurement 
requirements during regular visits to suppliers, we assess sustainable procurement requirements related to human rights, 
occupational health and safety, and the environment. In fiscal 2019, we started the “Supplier Visit Record” (SVR) initiative to 
compile records of these inspections.
With regard to information security, it is important to disseminate instructions and requirements even to employees of suppliers. 
Information security incidents may occur if these instructions and requirements are not followed by workers on the front line; 
therefore, NEC representatives visit supplier operation sites to conduct interviews, check supporting documents and carry  
out inspections.
For both kinds of on-site assessment, NEC shares the items that require improvement with its suppliers and supports them in 
implementing improvement measures.
In fiscal 2023, we performed SVR assessments primarily of critical suppliers in high-risk areas. We collected data on 67 on-site 
assessments to confirm that there were no issues.
For information security, suppliers are selected for on-site assessment based on comprehensive criteria that include not only 
the scale of transactions but also the criticality of handled information, the level of confidentiality, and results of self-
assessment. In fiscal 2023, we carried out online on-site assessments at 202 companies. We did not observe any major 
deficiencies during the on-site assessments; however, we gave improvement guidance to suppliers that required 
improvement on minor issues (main areas for improvement: regulation of private possessions, designation of confidential 
labeling, management of disposal and return of confidential items, and cyber security measures).
Internal Engagement
Internal Education and Awareness Training Activities
In accordance with internal procurement regulations, NEC Corporation and its subsidiaries conduct regular training for 
procurement personnel, as well as timely training on individual topics to address new laws and regulations and emerging 
risks, in order to maintain appropriate business operations.
For All Employees of NEC Corporation
In November 2022, we provided online training to raise awareness of the importance of sustainable procurement. A total of 
21,035 people took the course, and an exit survey of participants indicated 98% understanding.
For All Employees of NEC Group Companies in Japan
In fiscal 2023, we initiated sustainable procurement training with the same content as our online training for all NEC 
employees. Approximately 6,200 people were eligible for the course in fiscal 2023.
For Personnel in Charge of Procurement at NEC Corporation and NEC Group Companies in Japan
In April 2022, an external instructor presented an online lecture titled “Human Rights Due Diligence in Supply Chains.” A total 
of 250 people took the course, and an exit survey of participants indicated 99% understanding.
For Personnel in Charge of Procurement at Consolidated Subsidiaries abroad
Training for sustainable procurement was conducted at overseas regional headquarters and major local affiliated companies. 
In fiscal 2023, a total of 265 people took the course, and an exit survey of participants indicated 99% understanding.
Supply Chain Management
Number of suppliers whose 
information security measures 
were inspected 
FY2020
FY2021
FY2022
FY2023
On-site assessment
28
38
5
100
5
202
5
Document check
1,465 
1,456 
1,779 
1,785
5. Held online
FY2020
FY2021
FY2022
FY2023
Number of Supplier Visit Records (SVRs)
104
55
79
67

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
91
Grievance Mechanism
GRI
406-1
414-2
NEC has given access to its Compliance Hotline, a means of reporting incidents and seeking consultation, to suppliers since 
2003. In August 2021, NEC changed the hotline to include consultations about responsible procurement, including human 
rights, labour, occupational health and safety, and other topics. The privacy of the hotline users is protected by third-party 
involvement, while allowing for the voicing of grievances in business transactions and other consultations.
In fiscal 2023, a total of seven reports were issued via the Compliance Hotline about procurement issues. After verifying the 
relevant facts, all seven reports were dealt with appropriately.
Since fiscal 2018, with the objective of rapidly identifying and rectifying compliance violations by NEC employees, NEC has 
disseminated to its suppliers a “Request for Cooperation toward Thorough Compliance,” seeking their cooperation in 
reporting any suspected violations. In fiscal 2022, we updated this to a “Request for Cooperation toward Thorough 
Compliance and Responsible Procurement,” seeking the cooperation of suppliers, thereby clarifying that the hotline can be 
used for issues related to responsible procurement in addition to compliance issues.
From fiscal 2023, NEC is participating in an industry-wide initiative for a collective grievance mechanism (JaCER) and is 
improving the effectiveness of the system in accordance with UNGP requirements.
 Respecting Human Rights 
Compliance Hotline (Whistleblowing system for employees and business partners)
Participation in Stakeholder Engagement Initiatives
Participation in Activities with Other Companies
One of our activities with other companies is participating in the Supply Chain Subcommittee of Global Compact Network 
Japan, where we frequently discuss the ideal form of sustainable procurement with various members, such as companies in 
different industries and NGOs, and carry out activities aimed at creating output that contributes to improvement.
We initiated a new activity in August 2022. NEC is serving as a leader company in the Sustainable Procurement Partnership 
Vision Task Force newly established within the CSR Committee of the Japan Electronics and Information Technology 
Industries Association (JEITA). The task force encourages understanding and initiatives among small and medium-sized 
enterprises, and discusses solutions to issues including enhanced policy efficiency and standardization that are relevant 
throughout the electrical and electronics industries. 
Conflict Minerals
Addressing the Issue of Conflict Minerals
NEC seeks the understanding and cooperation of its suppliers for dealing with the problem of conflict minerals based on its 
Responsible Mineral Procurement Policy. Using the Conflict Minerals Reporting Template (CMRT) and the Extended Minerals 
Reporting Template (EMRT),
6 NEC conducts surveys of its suppliers to verify information about smelters and their use of tin, 
tantalum, tungsten and gold (3TG), cobalt and mica. In fiscal 2023, CMRT and EMRT surveys were conducted at 81% of the 
top-ranked suppliers in terms of procurement value in 2022 (excluding transactions with affiliates).
6. Survey and report templates of the Responsible Materials Initiative
The NEC Group’s Responsible Mineral Procurement Policy
Note: Included within Guidelines for Responsible Business Conduct in Supply Chains
NEC continues to collaborate with industry as a member of the Responsible Mineral Trade Working Group led by JEITA. NEC 
participates in the working group’s Education and PR Team. In this capacity, we work to promote the understanding of  
conflict mineral issues among our suppliers.
Supply Chain Management
FY2020
FY2021
FY2022
FY2023
Compliance hotline: Number of reports
ー
ー
6
7

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
92
Innovation Management
Innovation Management Policy
In an era of volatility, uncertainty, complexity and ambiguity (VUCA), we are faced with the question of how we can achieve  
the NEC 2030VISION. We believe that a key part of the answer lies in the idea of “seizing the future together,” multiplied  
by “technology.”
Our belief is that there are four key elements important for actually implementing technology in society: market intelligence, 
technology development, business development and social acceptance.
Therefore, NEC is working to expand R&D co-creation and open innovation, venturing into new domains to create businesses 
that can impact society, and acting as thought leaders.
Innovation Management Framework
NEC has created a Chief Technology Officer (CTO) position to establish a Companywide perspective in its effort to optimize 
development investment across the Company and link its corporate strategy with the planning of collaboration strategies 
with others. The CTO has overseen the creation of a framework for examining and promoting technology development 
strategies in cooperation with business units and the Research & Development Division.
We have established the Global Innovation Business Unit, which integrates our R&D, engineering, and business development 
capabilities to unify efforts at innovative business development and create new value for society with the world as our stage, 
by combining diverse knowledge that breaks through existing stereotypes.
In addition, NEC is ramping up research and development by deploying technologies outside the Company earlier and 
involving external partners. For example, NEC has established NEC X, Inc., which uses the Company’s personnel and 
technologies as the basis for advancing commercialization through open innovation in the Silicon Valley ecosystem. Other 
initiatives include our operation of a consortium of seven companies from different industries to establish BIRD INITIATIVE, 
Inc., which is increasing the pace of new business creation through research and development based on co-creation.
Internally, through collaboration with other units, the Global Innovation Business Unit is accelerating the establishment of 
businesses that capitalize on our core technologies to create social value.
R&D Bases Tasked with Creating Social Value Globally
With a view to leveraging the merits of a global network of bases for creating leading and unique technologies and 
formulating social solutions both for developed and emerging countries, we have established R&D bases in Japan,  
North America, Europe, China, India, Israel and Singapore.
R&D Bases
R&D Activities
We have set our investment in research and development at approximately 4% of revenue. To ensure that these investments 
are used effectively and efficiently, we are also investing in collaborations with external research institutions, in addition to 
concentrated investments in key business areas. In fiscal 2023, R&D expenses were 3.7% of revenue.
R&D expenses
Major Research Achievements for Leading and Unique Core Technologies
Accelerating Social Value Creation: NEC’s AI Supercomputer
NEC technology greatly simplifies the process of registering new objects with AI-based image recognition.
Millimeter-level anomalies and degradation detected using satellites bridge displacement analysis technology using  
SAR and AI
NEC developed a technology that accurately recognizes from video a wide variety of work performed by multiple people. 
NEC develops a gateless access control system using biometric recognition that authenticates large numbers of people to 
help alleviate congestion at busy entrances.
R&D expenses (billion yen)
FY2020
FY2021
FY2022
FY2023
NEC Group
109.8
114.6
126.3
121.4
Open Innovation
To expand the scope of value in social value creation, we are actively promoting open innovation with research institutions 
around the world, as well as commercialization partners, start-ups and others. By promoting collaboration with external 
partners and specialist institutions, we envisage the development of the technologies needed for new businesses that are 
difficult for NEC Corporation to develop alone, as well as our vision for the future, and then backcast from there to study the 
key business areas of the next generation.
NEC X, which accelerates new business development for NEC, announced the launch of a new startup that provides an 
automated pruning solution for grape farmers.
DXAS, a joint venture between Kagome and NEC, provides AI farming management advice and automatic irrigation 
control services for pulse drip irrigation.
NEC and Keio University jointly created “Future Carbon Reduction Credits,” a new approach to converting future CO2 
reduction through disaster prevention and mitigation into tradable credits (financial products) with the aim of creating a 
decarbonized society.
KEMRI and NEC announce trials on biometric-based vaccination management system for newborn children in Kenya

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
93
Innovation Management
Open Innovation
Technology Development Strategy
At NEC Corporation, the CTO is responsible for overall technology development, optimizing development investment 
Companywide, drawing up an open innovation strategy, and formulating open innovation strategies and process design.
Research and development are a source of technological development. NEC’s basic approach to research and development is to 
deliver value to society as quickly as possible by identifying the best solutions it should create for social issues presented in the 
SDGs and other guidelines, and then efficiently and rapidly aligning the necessary technology assets to realize them. These 
technology assets include NEC’s No. 1/Only 1 core technologies that have been refined to a high level based on technology 
trends, as well as outstanding technologies actively incorporated from outside the Company through open innovation.
NEC’s Approach to Business Innovation
Expose NEC’s technologies externally at an early phase, taking in complementary technologies from start-ups and funds from 
customers/venture capital to accelerate research and development. Systematize the process of open innovation of an 
inbound/outbound fusion type and expand business entries and exits.
NEC’s Approach to Business Innovation
Concentrated Investment in Strong Technology Areas
We are concentrating investment in two areas of technology: data science and ICT platforms. NEC Corporation has many 
unique and competitive technology assets in these two areas, and we believe that continuously building strength in these 
areas will improve our competitive edge in delivering solutions for society.
Integrated Report R&D
NEC the WISE
Biometric Authentication: Products & Solutions
Standardization Strategy
In order to expand business opportunities, NEC is strategically conducting standardization activities that promote the spread of 
advanced technologies and increase social acceptance. In key technological fields such as AI, biometric authentication, and 
information and communication, NEC people are leaders in standardization activities in Japan and overseas, serving in key 
positions such as chairpersons and board members of standardization committees. NEC promotes standardization policies in 
Japan by chairing councils of the Ministry of Economy, Trade and Industry and the Ministry of Internal Affairs and 
Communications. In addition, we are reinforcing our businesses by strengthening and utilizing standardization-related patents.
Business Development Strategy
We are promoting a transformation into new business models that transcend existing business frameworks and the 
development of business from NEC’s core technologies.
We will realize significant social value and sustained growth through business development that establishes and implements 
new business models by taking social issues, in-house core technologies, or leading-edge business models as starting points, 
formulating hypotheses on issues, and then verifying the hypotheses through practical field testing.
Among these activities, NEC not only establishes businesses in-house but also promotes business development activities 
through joint ventures, spin-outs, and carve-outs and various other schemes.
Intellectual Property Activities
Intellectual Property Strategy
NEC is particularly strengthening its intellectual property in technology areas that drive growth businesses and create future 
growth pillars toward the realization of the NEC 2030VISION. Moreover, intellectual property is positioned as an important 
management asset for advancing business competitiveness, business stability and co-creation with customers and partners. 
For this reason, in addition to its patent rights and knowledge, the Company is reinforcing and utilizing its copyrights and 
trademark rights to support its global brand.
Intellectual Property Management Division: Strengthening NEC’s Intellectual Property Capabilities 
The Intellectual Property Management Division collaborates with IP managers in the Company’s business units and Group 
companies and with intellectual property centers in North America, Europe and China in structuring an intellectual property 
implementation strategy for building and utilizing a global patent portfolio of growth businesses and cutting-edge technologies. 
Intellectual Property Management Division
This division undertakes activities that enhance the value of NEC’s overall patent portfolio by increasing the proportion of 
high-quality patents, acquiring new patents, and consistently managing the patent portfolio so that NEC holds the appropriate 
number of patents in appropriate countries according to the utilization policy.
Number of patents
FY2020
FY2021
FY2022
FY2023
NEC Group
Approx. 47,000
Approx. 46,000
Approx. 45,000
Approx. 42,000
Results of Intellectual Property Activities
• NEC received the Top 100 Global Innovator Award for a 12th consecutive year from Clarivate Analytics (Only 18 companies 
worldwide have received this recognition for 12 consecutive years).
NEC has been recognized as one of Clarivate’s Top 100 Global Innovators for 12 consecutive years.
• First worldwide* in the number of international patent applications in the area of biometric authentication + image 
recognition + AI technology
* NEC survey covering international patent applications (PCT applications) published internationally as of January 2023
Intellectual Property Activities

NEC ESG Databook 2023
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Sustainability
Environment
Social
Governance
Appendices and Data
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Information Security and Cyber Security
Information Security and Cyber Security Policy
We recognize that it is our duty to protect the information assets entrusted to us by our customers and business partners as 
well as our own information assets in order to provide better products and services and contribute to the development of 
society. Based on this concept, NEC has positioned security—accurately referring to both information security and cyber 
security—as one of the critical subjects of “materiality,” its priority management theme from an ESG perspective and has 
established its Information Security Statement as the basis for driving efforts.
NEC has evaluated risks from various perspectives including the need for countermeasures as well as the possible damage 
both to corporate business and society, and has selected Priority Risks that will have huge impacts and that need to be 
addressed. With these risks in mind, we are deploying measures to counter cyber attacks that are becoming increasingly 
sophisticated, while complying with the Cybersecurity Management Guidelines Version 3.0 by Japan’s Ministry of Economy, 
Trade and Industry (METI) and the U.S. National Institute of Standards and Technology (NIST) Cybersecurity Framework 
Version 1.1.
Based on our information security implementation framework as well as on our Purpose that shows why as a company we 
conduct business, NEC is working to realize a secure information society and provide value to our customers.
Information Security Implementation Framework
To protect information assets, NEC is taking the following approach:
• Implementing cyber attack measures
• Providing secure products, systems, and services
• Promoting information security in collaboration with business partners
At the same time, we have positioned information security management, information security infrastructure, and information 
security personnel as the three pillars of the information security governance framework within the NEC Group, thereby 
maintaining and improving our comprehensive and multilayered information security.
NEC Group Information Security Statement
Information Security Report
 Materiality (Priority Management Themes from an ESG Perspective) 
Providing Secure Products, Systems and Services
NEC has structured processes and organizational frameworks for implementing secure development and operation of the 
products, systems and services it provides to customers. Our processes are based on the concept of Security by Design (SBD), 
and we implement processes and lifecycle management with due consideration of security from the planning stage through 
to the operation stage. Our security organizational frameworks involve the Cyber Security Strategy Department and 
information security managers assigned to each business department. We have established the Cybersecurity Management 
Rules to implement processes under these frameworks.
In addition, NEC ensures that it can continue to supply products, systems and services to its customers by addressing the risk 
of cyber attacks on the supply chain. This involves reviewing and strengthening security measures, including those of our 
business partners, based on our Information Security Standards for Business Partners. 
Information Security Report

NEC ESG Databook 2023
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Environment
Social
Governance
Appendices and Data
95
Information Security and Cyber Security
Medium- to Long-term Goals, Priority Activities and Progress, Achievements, and Issues
Medium- to Long-term Goals and Priority Activities (Scope: NEC Corporation unless otherwise specified) Period: April 2021 to March 2026
M: Major non-financial indicators related to materiality
1. M: Strengthen measures against cyber attacks
2. M: Establish rules and governance for security proposal implementation
• Human resource development: triple the number of Certified Information System Security Professionals (CISSP)
• Strengthen supply chain security management
• Establish a safe system integration process
3. M: Eliminate security-related incidents caused by partner companies by inspecting their standards and enhancing cyber 
security measures
FY2023 Goals, Progress, Achievements and Issues, and FY2024 Goals
FY2023 Goals
1. Response to national-level threats
• Improve the NIST CSF
1 maturity level and BitSight score
2
• Realize zero trust security to support digital transformation (DX)
• Evolve awareness and control
• Enhance security implementation for in-house systems
1. NIST Cyber Security Framework
2. A cyber security risk score rating service provided by BitSight Technologies
2. Reform of the process for incorporating security implementation as part of 
business proposals, and release of the vulnerability management dashboard 
3-1. Enhancing standards inspections
• Increase number of companies subject to standards management from 1,500 to 
2,000 and improve document inspection
• Consider increasing number of company bases subject to on-site inspections 
from 100 to 200 and increase efficiency by utilizing online tools
3-2. Strengthening cyber security measures
• Revise information security standards to conform with NIST SP 800 from FY2023
• Hold information security briefing sessions to request security measure 
implementation from partner companies, and provide security improvement 
support
• Conduct self-assessment of system security plans (SSP) for 1,800 companies
Progress, Achievements and Issues
1. Response to national-level threats
• Achieved the target maturity level of NIST CSF and improved BitSight score
• Completed the endpoint (terminal) management platform and SaaS Security 
Posture Management (SSPM) deployment and deployed multi-factor 
authentication (MFA) using biometric authentication
• Completed software-defined wide area network (SD-WAN) deployment at major 
business locations
• Visualized security implementation status for in-house systems
For more details, see the Information Security Report
2. Reform of the process for incorporating security implementation as part of 
business proposals, and release of the vulnerability management dashboard
• 100% utilization of vulnerability management system in priority projects
• The number of CISSP certified employees: about 300 (approximately double the 
number in FY2021)
• Monitoring of security management systems and countermeasure status of 
suppliers based on our information security standards for business partners 
• Formulated and publicized Cybersecurity Management Rules and established 
organizational frameworks and processes
3-1. Enhancing standards inspections
• Expanded the scope of management to 2,000 companies, improved  
document inspections
• Expanded on-site inspections utilizing online tools to 202 companies
3-2. Strengthening cyber security measures
• Revised information security standards based on NIST SP 800-171, and held 
briefing sessions for subsidiaries and key partners in Japan and overseas
• Conducted the “SSP Study Group for Business Partners” to analyze the status of 
compliance with the new standards and promote improvements
FY2024 Goals
1. Driving information security transformation
• Response to national-level threats 
	 Improve NIST CSF maturity level and scores of third-party evaluations of the 
NEC Group
• Realize zero trust security to support digital transformation (DX)
	 - Roll out passwordless authentication
	 - Promote the endpoint (terminal) management platform for data use
• Evolve awareness and control
	 - Strengthen communication  
Implement regular exchanges of opinions among Group companies  
Encourage frequent discussions in the workplace using original video content
	 - Enhance on-site self-governance for critical information
2. Establishing, practicing and enhancing governance for security  
proposal implementation
• Formulate vulnerability management processes that enable rapid  
risk identification
• Develop and operate human resources development programs for personnel 
responsible for organizational management in compliance with the 
Cybersecurity Management Rules
• Encourage employees to obtain advanced security professional certifications
(e.g., CISSP)
• Deploy security implementation measures for overseas subsidiaries
• Promote the formulation of the Cybersecurity Management Rules at  
NEC Group companies
3-1. Strengthening cyber security measures
• Enhance activities to comply with information security standards
• Revise information security standards for business partners and promote 
improvements using system security plans (SSP)
• Reduce security risks in the supply chain by introducing BitSight at NSP 
networking events
3-2. Strengthening information security for overseas partners
• Roll out new standards for key partners in China, India and Vietnam
3-3. Enhancing standards inspections
• On-site inspections: Scheduled to be conducted at 300 companies, an increase 
of 100 companies compared with the previous fiscal year
• Document inspections: Review inspection items and increase the number of 
companies subject to inspection

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Environment
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Information Security and Cyber Security
Information Security Management 
Information Security Management 
To facilitate the establishment of a variety of Groupwide measures, we have introduced an information security management 
system and security policy, both of which we make every effort to maintain and improve.
Information Security Risk Assessment
The NEC Group conducts risk assessments and implements countermeasures by analyzing deviations from baseline criteria 
and, depending on the situation, carrying out more detailed risk analysis, with both methods conducted in a proper manner. 
First, we ensure that security is implemented in line with criteria that serve as a baseline, and when more advanced 
management is necessary, we conduct a detailed risk analysis.
Risk Management for Information Security Incidents
Information security incidents are subject to mandatory reporting. The contents of these reports are analyzed, and the results 
are put through a PDCA cycle for risk management assessment. Incident information is centrally managed for the entire NEC 
Group, and changes in the number of incidents, trends by organization and type of incident, and other data are analyzed. 
From there, NEC reflects this analysis in Groupwide measures while also measuring the impact of these incidents.
Critical Information Management
The NEC Group manages critical information based on the concept of the Three Lines Model, using its scheme for clarifying 
the roles of the three lines in managing critical information.
The NEC Group has a framework to classify and manage the corporate secrets it handles based on the secrecy level. Each 
organization checks details of all the information it handles, and clearly identifies its secrecy level to ensure that all necessary 
information is properly managed. We also have rules for handling, storing and managing critical information according to 
importance, as well as thorough measures to prevent information leaks.
Risk Management for Information Security Incidents
Information Security Report
Information Security Rules
NEC has laid out the NEC Group Management Policy as a set of comprehensive policies for the entire Group. We have released 
the NEC Group Information Security Statement and established and streamlined a variety of rules, including overall 
information security rules, trade secret control rules, and IT security rules.
Information Security Report
Information Security Education and Awareness Training
NEC provides a web-based training course on information security and personal information protection (including protection 
of people’s personal identification numbers, namely, “My Numbers” in Japan) for all NEC Group employees to increase 
knowledge and skills in the information security field. The content of the training is updated every year to reflect the trends of 
information security including emerging threats and how to respond to them, security measures required in remote work, and 
appropriate ways of handling information.
Information Security Report
Information Security and Cyber Security Framework
The NEC Group’s information security implementation framework comprises the Information Security Strategy Committee, its 
subordinate organizations, and related organizations. Chaired by the Chief Information Security Officer (CISO), the Information 
Security Strategy Committee discusses, evaluates, and improves information security measures, investigates the causes of 
incidents, sets the direction of recurrence prevention measures, and discusses how to apply the results of its activities in the 
information security business. The committee also regularly briefs the president on the status of measures adopted by the 
committee to obtain approval. In addition, the committee is responsible for conducting annual penetration tests via a 
third-party organization in order to assess vulnerability risks, and regular audits of all Internet servers four times a year. These 
actions ensure that vulnerabilities are dealt with in a timely manner.
The corporate executive who assists the CISO oversees the Corporate CISO office, which promotes information security 
measures, and the Computer Security Incident Response Team (CSIRT), which monitors for cyber attacks and resolves 
incidents quickly whenever they occur. The Information Security Promotion Committee and working groups plan and 
promote security implementation, discuss and coordinate implementation measures, ensure that all instructions are 
followed, and manage the implementation progress of measures, among other things.
The Information Security Managers in each organization have responsibility for ensuring information security for the relevant 
organizations including the Group companies under their supervision. They make efforts to ensure that rules are understood 
within their organizations, introduce and deploy measures, while continuously checking and reviewing the implementation 
progress to improve the situation.
The NEC Group’s Information Security Implementation Framework
Information Security Report

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
97
Information Security and Cyber Security
Information Security Certification
NEC has aligned its overall information security rules with the international standard ISO/IEC 27001 (main sections 
[Requirements] and Annex A [Information security controls]) and manages information security in accordance with these 
rules. We have also acquired ISMS certification (ISO 27001) for almost 100% of our business divisions, including medical, 
financial, cloud and government and public businesses, for which information security is critical.
Measures against Cyber Attacks
As cyber attacks grow increasingly complex and sophisticated, the NEC Group focuses on the protection of information assets 
entrusted by customers and business partners as well as its own. To this end, we have implemented total cyber security 
management by conducting uniform and advanced measures worldwide based on cyber security analysis, and established an 
incident response framework with CSIRT.
In particular, given that NEC creates and provides social solutions for countries worldwide, a single information security 
incident caused by a cyber attack or any other factor could diminish the social trust of the entire NEC Group and materially 
affect its business management. For this reason, we view a comprehensive and global approach to cyber security risks as 
essential for our business continuity.
We are strengthening our global measures against increasingly sophisticated cyber attacks based on a multilayered defense 
approach, with particular emphasis on the following. 
Cyber Risk Assessments by “Red Team”
• The NEC Group utilizes “Red Team” to conduct regular cyber risk assessments with the aim of improving cyber resilience  
and accountability.
• Red Team conducts a global assessment consisting of three investigations on 1) the management status of critical 
information, 2) risks that allow us to perform a three-pronged investigation into management of important information and 
that include public server vulnerabilities and data leakage, and 3) internal and external security breaches from an attacker’s 
point of view. We can then make a global assessment, identify security risks we overlooked in our security measures and 
operations, and take actions for implementing improvements.
• We employ audit organizations and security specialists to conduct third-party attack diagnoses.
Generating and Utilizing Threat Intelligence
• Our team of cyber threat intelligence (CTI) specialists possesses an understanding of the threats facing NEC, detects their 
early signs as well as their precursors, and implements advanced proactive defense measures.
• The CTI team leverages the endpoint detection and response (EDR) tools deployed at all NEC Group companies, the network 
detection and response (NDR) that CSIRT independently developed, and a log analysis platform to hunt for unknown threats. 
The team has also created a research environment to enhance its ability to generate unique CTI proactively and analyze 
threats in detail.
Enhancing Organizational Security Resilience
• We conduct training that addresses targeted email attacks to ensure that employees are prepared for ransomware and other 
global threats.
• We have developed a manual that provides the basis for comprehensive training exercises to ensure a rapid response if a 
ransomware attack occurs.
Relevant departments and specialists hold training exercises at least every six months in preparation for a security incident.
Cyber Security Dashboard Drives Culture Change
• Released and made available to all employees, our cybersecurity dashboard visualizes the status of cyber attacks on the NEC 
Group, threat intelligence information, and the security risk status of each company and division.
• The dashboard is designed to improve security awareness by having all employees understand the risks.
• Members of senior management use the dashboard at meetings to help accelerate management decisions and manage 
security personnel more effectively.
Information Security Report
Information Security Management 
Enhancing Information Security Management at Partner Companies
The NEC Group conducts its business activities in collaboration with business partners. In these collaborations, we believe it is important 
to ensure that the technology capabilities and information security level of the business partners meet our required standards. To this 
end, NEC categorizes its business partners by information security level based on the implementation status of their information security 
measures. In selecting business partners for a project appropriately, we check the information security level to outsource tasks, thus 
reducing risks of information security incidents occurring at business partners. 
The NEC Group requires business partners to implement information security measures classified into seven categories: 1) 
contract management, 2) subcontracting management, 3) staff management, 4) information management, 5) technology 
deployment, 6) security implementation, and 7) assessments. In subcontracting management, the basic agreement stipulates 
that business partners may not subcontract work to other companies unless they obtain written permission in advance from 
the organization that outsourced the work to them. In addition, we have clarified the framework for each project by obligating 
business partners to submit subcontractor confirmation documents. If subcontracting is necessary, we insist on the same 
level of security for subcontractors that we require for business partners.
Using these measures, we reduce risks of information security incidents occurring at business partners. In addition, we 
conduct document security survey checks and on-site inspections for business partners. We also check whether the 
information security standards we require are met, and provide guidance for improvement.
Every year we review inspection items in light of any incident trends or in consideration of the business partner, issue a report of 
the inspection results and provide the business partner with feedback, and follow up on any issues that require improvement.
Information Security Report

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
98
Third-party Assurance
Third-party Assurance
GRI
2-5
The environmental data presented in NEC ESG Databook 2023 has received the following third-party verification.
Social-related data is also presented at the link below.
Third-party Assurance
    No.1811004612-1 
Page 1 of 3 
Independent Verification Report 
To: NEC Corporation 
1. Objective and Scope 
Japan Quality Assurance Organization (hereafter “JQA”) was engaged by NEC Corporation (hereafter “the Company”) to 
provide an independent verification on “Environmental Information Report” (hereafter “the Report”).  The content of our 
verification was to express our conclusion, based on our verification procedures, on whether the statement of information regarding 
the FY2022* CO2 emissions from energy consumption (scope 1 & 2), electricity purchases and energy consumption, VOC 
emissions, water consumption, drainage, waste discharge and renewable energy consumption in the Report was correctly measured 
and calculated, in accordance with the “Accounting and Reporting Rules for Environmental information” (hereafter “the Rules”).
The purpose of the verification is to evaluate the Report objectively and to enhance the credibility of the Report. 
*The fiscal year 2022 of the Company ended on March 31, 2023. 
2. Procedures Performed 
JQA conducted verification in accordance with “ISO 14064-3” for CO2 emissions from energy consumption (scope 1 & 2), 
electricity purchases and energy consumption, and with “ISAE3000” for VOC emissions, water consumption, drainage, waste 
discharge and renewable energy consumption, respectively.  The scope of this verification assignment covers CO2 emissions 
from energy consumption (scope 1 & 2), electricity purchases and energy consumption, VOC emissions, water consumption, 
drainage, waste discharge and renewable energy consumption.  The verification was conducted to a limited level of assurance 
and quantitative materiality was set at 5 percent each of the total emissions, consumption and discharge in the Report.  The 
organizational boundaries of this verification include 33 production sites and 358 non-production sites in 35 companies in Japan 
and 44 overseas companies, which are listed in the annex to this report. 
Our verification procedures included: 
• Performing validation of integrated functions to check the Rules prior to the on-site assessment 
• Holding on-site verification at 3 domestic sites and 2 overseas sites selected on the basis of sampling 
• On-site assessment to check the report scope and boundaries; source of CO2 emissions; VOC usage, water usage, drainage, 
waste generation and renewable energy consumption; monitoring points; monitoring and calculation system; and its
controls for overall 
• Vouching:  Cross-checking the data against evidence 
3. Conclusion 
Based on the procedures described above, nothing has come to our attention that caused us to believe that the statement of the 
information regarding CO2 emissions from energy consumption (scope 1 & 2), electricity purchases and energy consumption, 
VOC emissions, water consumption, drainage, waste discharge and renewable energy consumption in the Report, is not 
materially correct, or has not been prepared in accordance with the Rules. 
4. Consideration 
The Company was responsible for preparing the Report, and JQA’s responsibility was to conduct verification of CO2 
emissions from energy consumption (scope 1 & 2), electricity purchases and energy consumption, VOC emissions, water 
consumption, drainage, waste discharge and renewable energy consumption in the Report only.  There is no conflict of interest 
between the Company and JQA. 
Sumio Asada, Board Director 
For and on behalf of Japan Quality Assurance Organization  
1-25, Kandasudacho, Chiyoda-ku, Tokyo, Japan 
June 26, 2023 
*Please refer to the attached annexes. 
    No.1811004617 
 
Greenhouse Gas Emissions 
Verification Report 
To: NEC Corporation 
1. Objective and Scope 
Japan Quality Assurance Organization (hereafter “JQA”) was engaged by NEC Corporation (hereafter “the Company”) to 
provide an independent verification on “Scope 3 Calculation Report” (hereafter” the Report”).  The content of our verification 
was to express our conclusion, based on our verification procedures, on whether the statement of information regarding the 
FY2022* Scope 3 GHG emissions (All categories: Categories 1-15) ** in the Report was correctly measured and calculated, in 
accordance with the “Scope3 calculation in NEC” (hereafter “the Rules”).  The purpose of the verification is to evaluate the 
Report objectively and to enhance the credibility of the Report. 
*The fiscal year 2022 of the Company ended on March 31, 2023. 
**1 (purchased goods and services), 2 (capital goods), 3 (fuel- and energy-related activities not included in Scope 1 or Scope 2), 
4 (upstream transportation and distribution), 5 (waste generated in operations), 6 (business travel), 7 (employee commuting), 8 
(upstream leased assets), 9 (downstream transportation and distribution), 10 (processing of sold products), 11 (use of sold products), 
12 (end-of-life treatment of sold products).  As for Categories 13 (downstream leased assets), 14 (franchises), and 15 
(investments), JQA verified that there are no applicable activities to be calculated in accordance with the Rules. 
2. Procedures Performed 
JQA conducted verification in accordance with “ISO 14064-3”.  The scope of this verification assignment covers GHG emissions 
from Scope 3.  The verification was conducted to a limited level of assurance and quantitative materiality was set at 5 percent of 
the total emissions in the Report.  The organizational boundaries of this verification include NEC Group. 
Our verification procedures included: 
• Performing validation of integrated functions to check the report boundaries, calculation scenario and allocation method, 
monitoring and calculation system and its controls 
• Vouching:  Cross-checking the GHG emissions data against evidence 
3. Conclusion 
Based on the procedures described above, nothing has come to our attention that caused us to believe that the statement of the 
information regarding the Company’s FY2022 Scope 3 GHG emissions in the Report, is not materially correct, or has not been 
prepared in accordance with the Rules. 
4. Consideration 
The Company was responsible for preparing the Report, and JQA’s responsibility was to conduct verification of GHG 
emissions in the Report only.  There is no conflict of interest between the Company and JQA. 
Sumio Asada, Board Director 
For and on behalf of Japan Quality Assurance Organization  
1-25, Kandasudacho, Chiyoda-ku, Tokyo, Japan 
June 26, 2023 
    No.1811004612-1 
Page 2 of 3 
Independent Verification Report 
ANNEX（（1/2）） 
To: NEC Corporation 
The organizational boundaries – Japan 
1 
NEC Corporation 
2 
OCC Corporation 
3 
NEC Nexsolutions, Ltd. 
4 
SHIMIZU SYNTEC Corporation 
5 
Sunnet Corporation 
6 
Bestcom Solutions Inc. 
7 
YEC Solutions Inc. 
8 
KIS Co., Ltd. 
9 
NEC Space Technologies, Ltd. 
10 
NEC Network and Sensor Systems, Ltd. 
11 
NEC Aerospace Systems, Ltd. 
12 
Cyber Defense Institute, Inc. 
13 
Japan Aviation Electronics Industry, Limited 
14 
JAE Hirosaki, Ltd. 
15 
JAE Yamagata, Ltd. 
16 
JAE Fuji, Ltd. 
17 
JAE Shinshu, Ltd. 
18 
NEC Facilities, Ltd. 
19 
Forward Integration System Service Co., Ltd. 
20 
JN System Partners Co., Ltd. 
21 
NEC Networks & System Integration Corporation 
22 
NEC Magnus Communications, Ltd. 
23 
Infosec Corporation 
24 
ABeam Consulting Ltd. 
25 
NEC Solution Innovators, Ltd. 
26 
NEC Communication Systems, Ltd. 
27 
NEC Embedded Products, Ltd. 
28 
NEC Embedded Technology, Ltd. 
29 
NEC Fielding, Ltd. 
30 
NEC Patent Service, Ltd. 
31 
NEC Platforms, Ltd. 
32 
NEC Friendly Staff, Ltd. 
33 
NEC Management Partner, Ltd. 
34 
NEC Livex, Ltd. 
35 
Institute for International Socio-Economic Studies 
*Please refer to the main report 
    No.1811004612-1 
Page 3 of 3 
Independent Verification Report 
ANNEX（（2/2）） 
To: NEC Corporation 
The organizational boundaries – Overseas: 
1 
NEC Corporation of America 
2 
NEC Canada, Inc. 
3 
NEC Laboratories America, Inc. 
4 
NEC LatinAmerica S.A. 
5 
NEC Argentina S.A. 
6 
NEC Chile S.A. 
7 
NEC de Colombia S.A. 
8 
NEC de Mexico, S.A.de C.V. 
9 
NEC Europe Ltd. 
10 
NEC Deutschland GmbH 
11 
NEC Eastern Europe Kft. 
12 
NEC France S.A.S. 
13 
NEC Iberica S.L. 
14 
NEC Italia S.p.A. 
15 
NEC Laboratories Europe GmbH 
16 
NEC Portugal-Telecomunicacoes e Sistemas, S.A. 
17 
NEC Scandinavia AB 
18 
NECTelecommunication & Information Technology Ltd.  
19 
NEC (UK) Ltd. 
20 
NEC XON Holdings (Proprietary) Limited 
21 
NEC SaudiArabia,Ltd. 
22 
日電(中国)有限公司 (NEC (China) Co., Ltd. ) 
23 
日電信息系統(中国)有限公司 (NEC Solutions (China) Co., Ltd. ) 
24 
NEC Hong Kong Limited 
25 
NEC Taiwan Ltd. (台湾恩益禧股份有限公司) 
26 
NECAsia Pacific Pte. Ltd. 
27 
NEC Corporation of Malaysia Sdn.Bhd. 
28 
NEC Corporation (Thailand) Ltd. 
29 
NEC Corporation India Private limited 
30 
NEC Philippines, Inc. 
31 
NECVietnam Company Limited 
32 
PT. NEC Indonesia 
33 
NECAustralia Pty Ltd 
34 
NEC New Zealand Limited 
35 
Netcracker Technology Corporation 
36 
KMD A/S 
37 
台湾航空電子股份有限公司  (JAE Taiwan, Ltd.) 
38 
JAE Philippines, Inc. 
39 
航空電子（無錫）有限公司  (JAE Wuxi Co., Ltd.) 
40 
航空電子（呉江）有限公司
(JAEWujiang Co., Ltd.) 
41 
日電卓越軟件科技（北京）有限公司 (NEC Advanced Software Technology(Beijing)Co.,Ltd.) 
42 
NEC 軟件（済南）有限公司 (NEC Soft (Jinan) Co., Ltd.) 
43 
日電平台科技(蘇州)有限公司（NEC PlatformTechnologies (Suzhou) Co., Ltd. ） 
44 
NEC PlatformsThai Co., Ltd. 
*Please refer to the main report.

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
99
External Ratings and Evaluations
External Ratings and Evaluations
NEC is included in world-renowned Environmental, Social, and Governance (ESG) indices, and has received numerous ESG-related external ratings and evaluations. (As of June 2023)
Dow Jones Sustainability Indices（World, APAC）
 DJSI Index family
FTSE4Good Index Series
 FTSE4Good Index Series 
MSCI ESG Leaders Indexes
 MSCI ESG Leaders Indexes
Euronext Vigeo World 120
 EN Vigeo World 120
ISS ESG Corporate Rating
 ISS ESG Corporate Rating
CDP (Climate Change, Water Security, and Supplier Engagement) 
NEC has been included on the “A List” for both Climate Change and Water Security for four years in a row. Furthermore, NEC has 
been listed as a “Supplier Engagement Leader” in the Supplier Engagement Rating on climate issues for three consecutive years.
 CDP
EcoVadis (Platinum)
NEC has been awarded the “Gold” sustainability ranking every year since 2012, placing the Company among the top 5% of 
companies assessed by EcoVadis. Since 2020, we have been awarded the “Platinum” ranking, which places NEC among the 
top 1% of companies assessed worldwide.
 EcoVadis
“L-boshi” Certification
“L-boshi” Certification is the recognition by Japan’s Ministry of Health, Labour, and Welfare. 
In April 2016, NEC became the first company to receive the “3-star” mark, the highest level under the “L-boshi” certification 
program, by meeting all five criteria for certification: recruitment, continued employment, working hours, percentage of 
women in managerial positions, and diversity of career courses.
Next-generation Support Certification Mark “Platinum Kurumin”
NEC received the “Kurumin” certification as the recognition by Japan’s Ministry of Health, Labour, and Welfare in 2007, 2012, 
and 2015. 
In 2018, NEC Corporation received the “Platinum Kurumin” certification for continuing the introduction and utilization of 
suitable work-life balance support systems, and for carrying out these initiatives to an exceptionally high standard. To receive 
the “Platinum Kurumin” certification, organizations must already have received “Kurumin” certification.
Health & Productivity Stock Selection
NEC Corporation was included in the Health & Productivity Stock Selection by Japan’s Ministry of Economy, Trade and 
Industry for the first time in 2022.
Certified Health and Productivity Management Organization Recognition Program
NEC Corporation has been recognized as a Certified Health and Productivity Management Organization by Japan’s Ministry of 
Economy, Trade and Industry from 2018 to 2023, and was certified as a top-ranking (White 500) company in 2018, 2019, 2021, 
2022 and once again in 2023. 
NEC Awarded “Gold” in PRIDE Index 2022
NEC was awarded the highest rating of “Gold” in PRIDE Index 2022 in Japan.
We met the evaluation criteria for all indices: a declaration of conduct, a community of concerned parties, awareness-raising 
activities, human resource systems and programs, and social contributions and liaison activities.
Sports Yell Company
In 2017, the Japan Sports Agency established a certification system to support companies that are actively promoting 
measures to improve employees’ health through sport. NEC received certification in 2017, 2021 and 2023.
Other External Evaluations
Main Awards and Accreditation for Corporate Citizenship Activities 
Environmental Ratings by External Organizations (Latest Rating/Ranking)

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
100
Comparison Table
Comparison Table: GRI Standards
This report reflects the Global Reporting Initiative (GRI) Sustainability Reporting Standards.
For more details: https://www.globalreporting.org/
ID
Required reporting item
Corresponding data
General Disclosures
GRI 2: General 
Disclosures
2021
1. Organizational profile
2-1
Organizational details
About NEC > Corporate Profile > Profile
2-2
Entities included in the organization’s 
sustainable reporting
Annual Securities Report (Japanese only)
About NEC > Corporate Profile >NEC Worldwide
2-3
Reporting period, frequency and contact point
About NEC > Sustainability > Information 
Disclosure Policy
2-4
Restatements of information
No change from previous report
2-5
External assurance
Third-party Assurance
2. Activities and workers
2-6
Activities, value chain and other business 
relationships
Dialogue and Co-creation with Our 
Stakeholders
2-7
Employees
Inclusion and Diversity
2-8
Workers who are not employees
Inclusion and Diversity
3. Governance
2-9
Governance structure and composition
Corporate Governance
2-10
Nomination and selection of the highest 
governance body
Corporate Governance
2-11
Chair of the highest governance body
Corporate Governance
About NEC > Corporate Profile > Management
2-12
Role of the highest governance body in 
overseeing the management of impacts
Management for Sustainability
2-13
Delegation of responsibility for managing 
impacts
Management for Sustainability
2-14
Role of the highest governance body in 
sustainability reporting
Management for Sustainability
2-15
Conflicts of interest
Corporate Governance Report
2-16
Communication of critical concerns
Risk Management
Compliance
2-17
Collective knowledge of the highest 
governance body
Management for Sustainability
Materiality (Priority Management Themes from 
an ESG Perspective)
2-18
Evaluation of the performance of the highest 
governance body
Management for Sustainability
Corporate Governance Report
2-19
Remuneration policies
About NEC > Corporate Profile > Corporate 
Governance > Management > Remuneration for 
Directors and Executive Officers
2-20
Process to determine remuneration
About NEC > Corporate Profile > Corporate 
Governance > Management > Remuneration for 
Directors and Executive Officers
2-21
Annual total compensation ratio
―
ID
Required reporting item
Corresponding data
4. Strategy, policies and practices
2-22
Statement on sustainable development 
strategy
About NEC > Sustainability > Message from the 
President and CEO
Management for Sustainability
2-23
Policy commitments
NEC Group Human Rights Policy
Management for Sustainability
2-24
Embedding policy commitments
Respecting Human Rights
2-25
Processes to remediate negative impacts
Respecting Human Rights
2-26
Mechanisms for seeking advice and raising 
concerns
Respecting Human Rights
Risk Management
Compliance
2-27
Compliance with laws and regulations
Compliance
2-28
Membership associations
Participation in International Initiatives
Dialogue and Co-creation with Our 
Stakeholders
5. Stakeholder engagement
2-29
Approach to stakeholder engagement
Management for Sustainability
Dialogue and Co-creation with Our 
Stakeholders
2-30
Collective bargaining agreements
Annual Securities Report (Japanese only)
Securing and Retaining Employees and Labour 
Practices
GRI 3: Material 
Topics 2021
3-1
Process to determine material topics
Materiality (Priority Management Themes from 
an ESG Perspective)
3-2
List of material topics
Materiality (Priority Management Themes from 
an ESG Perspective)
3-3
Management of material topics
Materiality (Priority Management Themes from 
an ESG Perspective)
200: Economic
GRI 201: Economic 
Performance 
2016
201-1
Direct economic value generated and 
distributed
Investor Relations > Financial Documents
201-2
Financial implications and other risks and 
opportunities due to climate change
Initiatives to Reduce Environmental Impact
201-3
Defined benefit plan obligations and other 
retirement plans
Annual Securities Report (Japanese only)
201-4
Financial assistance received from government
―
GRI 202: Market 
Presence 2016
202-1
Ratios of standard entry level wage by gender 
compared to local minimum wage
―
202-2
Proportion of senior management hired from 
the local community
NEC Europe Ltd. and NEC in the UK
(Chris Jackson, President and CEO)
NEC Corporation of Malaysia
(Chong Kai Wooi, Managing Director)
GRI 203: Indirect 
Economic 
Impacts
203-1
Infrastructure investments and services 
supported
Corporate Citizenship Activities
203-2
Significant indirect economic impacts
NEC actions to achieve SDGs

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
101
Comparison Table
ID
Required reporting item
Corresponding data
GRI 204: 
Procurement 
Practices 2016
204-1
Proportion of spending on local suppliers
―
GRI 205: 
Anti-corruption 
2016 
205-1
Operations assessed for risks related to 
corruption
Compliance
205-2
Communication and training about anti-
corruption policies and procedures
Compliance
Supply Chain Management
205-3
Confirmed incidents of corruption and actions 
taken
Compliance
GRI 206: 
Anti-competitive 
Behavior 2016
206-1
Legal actions for anti-competitive behavior, 
anti-trust, and monopoly practices
Compliance
GRI 207: Tax 
2019
207-1
Approach to tax
Compliance
207-2
Tax governance, control and risk management
Compliance
207-3
Stakeholder engagement and management 
concerns related to tax
Compliance
207-4
Country-by-country reporting
―
300: Environment
GRI 301: Materials 
2016
301-1
Materials used by weight or volume
Overview of Environmental Impact
301-2
Recycled input materials used
Overview of Environmental Impact
301-3
Reclaimed products and their packaging 
materials
Initiatives to Reduce Environmental Impact
Overview of Environmental Impact
GRI 302: Energy 
2016
302-1
Energy consumption within the organization
Overview of Environmental Impact
Environmental Data
302-2
Energy consumption outside of the 
organization
Overview of Environmental Impact
Environmental Data
302-3
Energy intensity
Overview of Environmental Impact
Environmental Data
302-4
Reduction of energy consumption
Initiatives to Reduce Environmental Impact
Overview of Environmental Impact
Environmental Data
302-5
Reductions in energy requirements of products 
and services
Environmental Management
Initiatives to Reduce Environmental Impact
Overview of Environmental Impact
GRI 303: Water 
and Effluents 
2018
303-1
Interactions with water as a shared resource
Initiatives to Reduce Environmental Impact
303-2
Management of water discharge-related 
impacts
Environmental Management
Initiatives to Reduce Environmental Impact
303-3
Water withdrawal
Initiatives to Reduce Environmental Impact
Overview of Environmental Impact
Environmental Data
303-4
Water discharge
Initiatives to Reduce Environmental Impact
Overview of Environmental Impact
Environmental Data
303-5
Water consumption
Initiatives to Reduce Environmental Impact
Overview of Environmental Impact
Environmental Data
ID
Required reporting item
Corresponding data
GRI 304: 
Biodiversity 
2016
304-1
Operational sites owned, leased, managed in, 
or adjacent to, protected areas and areas of 
high biodiversity value outside protected areas
Biodiversity
304-2
Significant impacts of activities, products, and 
services on biodiversity
Biodiversity
304-3
Habitats protected or restored
Biodiversity
304-4
IUCN Red List species and national 
conservation list species with habitats in areas 
affected by operations
Biodiversity
GRI 305: Emissions 
2016
305-1
Direct (Scope 1) GHG emissions
Environmental Management
Initiatives to Reduce Environmental Impact
Overview of Environmental Impact
Environmental Data
305-2
Indirect (Scope 2) GHG emissions
Environmental Management
Initiatives to Reduce Environmental Impact
Overview of Environmental Impact
Environmental Data
305-3
Other indirect (Scope 3) GHG emissions
Environmental Management
Initiatives to Reduce Environmental Impact
Overview of Environmental Impact
Environmental Data
305-4
GHG emissions intensity
Initiatives to Reduce Environmental Impact
Overview of Environmental Impact
Environmental Data
305-5
Reduction of GHG emissions
Environmental Management
Overview of Environmental Impact
Environmental Data
305-6
Emissions of ozone-depleting substances (ODS)
Initiatives to Reduce Environmental Impact
305-7
Nitrogen oxides (NOx), sulfur oxides (SOx), and 
other significant air emissions
Environmental Management
Overview of Environmental Impact
Environmental Data
GRI 306: Waste 
2020
306-1
Waste generation and significant waste-related 
impacts
Initiatives to Reduce Environmental Impact
306-2
Management of significant waste-related 
impacts
Initiatives to Reduce Environmental Impact
306-3
Waste generated
Initiatives to Reduce Environmental Impact
Overview of Environmental Impact
Environmental Data
306-4
Waste diverted from disposal
―
306-5
Waste directed to disposal
Initiatives to Reduce Environmental Impact
GRI 308: Supplier 
Environmental
Assessment 
2016
308-1
New suppliers that were screened using 
environmental criteria
―
308-2
Negative environmental impacts in the supply 
chain and actions taken
Environmental Management
400: Social

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
102
Comparison Table
ID
Required reporting item
Corresponding data
GRI 401: 
Employment 
2016
401-1
New employee hires and employee turnover
Securing and Retaining Employees and  
Labour Practices
401-2
Benefits provided to full-time employees that 
are not provided to temporary or part–time 
employees
Securing and Retaining Employees and  
Labour Practices
401-3
Parental leave
Securing and Retaining Employees and  
Labour Practices
GRI 402: Labour/
Management 
Relations 2016
402-1
Minimum notice periods regarding operational 
changes
Securing and Retaining Employees and  
Labour Practices
GRI 403: 
Occupational 
Health and
Safety 2018
403-1
Occupational health and safety management 
system
Occupational Health and Safety
403-2
Hazard identification, risk assessment, and 
incident investigation
Occupational Health and Safety
403-3
Occupational health services
Occupational Health and Safety
403-4
Worker participation, consultation, and 
communication on occupational health and 
safety
Occupational Health and Safety
403-5
Worker training on occupational health and 
safety
Occupational Health and Safety
403-6
Promotion of worker health
Occupational Health and Safety
403-7
Prevention and mitigation of occupational 
health and safety impacts directly linked by 
business relationships
Occupational Health and Safety
Quality and Safety
403-8
Workers covered by an occupational health and 
safety management system
Occupational Health and Safety
403-9
Work-related injuries
Occupational Health and Safety
403-
10
Work-related ill health
Occupational Health and Safety
GRI 404: Training 
and Education 
2016
404-1
Average hours of training per year per 
employee
Human Resource Development
404-2
Programs for upgrading employee skills and 
transition assistance programs
Human Resource Development
404-3
Percentage of employees receiving regular 
performance and career development reviews
Securing and Retaining Employees and  
Labour Practices
Human Resource Development
GRI 405: 
Diversity and 
Equal 
Opportunity 
2016
405-1
Diversity of governance bodies and employees
Inclusion and Diversity
Corporate Governance
405-2
Ratio of basic salary and remuneration of 
women to men
Securing and Retaining Employees and  
Labour Practices
GRI 406: 
Non-
discrimination 
2016
406-1
Incidents of discrimination and corrective 
actions taken
Respecting Human Rights
Customer Relationship Management
Supply Chain Management
ID
Required reporting item
Corresponding data
GRI 407: 
Freedom of 
Association and
Collective 
Bargaining 2016
407-1
Operations and suppliers in which the right to 
freedom of association and collective 
bargaining may be at risk
Risk Management
Compliance
Supply Chain Management
GRI 408: Child 
Labour 2016
408-1
Operations and suppliers at significant risk for 
incidents of child labour
Risk Management
Supply Chain Management
GRI 409: Forced 
or Compulsory 
Labour 2016
409-1
Operations and suppliers at significant risk for 
incidents of forced or compulsory labour
Risk Management
Compliance
Supply Chain Management 
NEC Group Modern Slavery and Human 
Trafficking Statement
GRI 410: Security 
Practices 2016
410-1
Security personnel trained in human rights 
policies or procedures
―
GRI 411: Rights 
of Indigenous 
Peoples 2016
411-1
Incidents of violations involving rights of 
indigenous peoples
―
GRI 413: Local 
Communities 
2016
413-1
Operations with local community engagement, 
impact assessments, and development 
programs
Dialogue and Co-creation with Our 
Stakeholders
Corporate Citizenship Activities
413-2
Operations with significant actual and potential 
negative impacts on local communities
―
GRI 414: Supplier 
Social 
Assessment 
2016
414-1
New suppliers that were screened using social 
criteria
Supply Chain Management
Guidelines for Responsible Business Conduct in 
Supply Chains
414-2
Negative social impacts in the supply chain and 
actions taken
Compliance
Supply Chain Management
GRI 415: Public 
Policy 2016
415-1
Political contributions
Compliance
GRI 416: 
Customer Health 
and Safety 2016
416-1
Assessment of the health and safety impacts of 
product and service categories
Quality and Safety
416-2
Incidents of non-compliance concerning the 
health and safety impacts of products and 
services
Important information from NEC  
(Japanese only)
GRI 417: 
Marketing and 
Labeling 2016
417-1
Requirements for product and service 
information and labeling
Quality and Safety
417-2
Incidents of non-compliance concerning 
product and service information and labeling
Quality and Safety
417-3
Incidents of non-compliance concerning 
marketing communications
Customer Relationship Management
GRI 418: 
Customer 
Privacy 2016
418-1
Substantiated complaints concerning breaches 
of customer privacy and losses of customer 
data
Personal Information Protection and Privacy

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
103
Comparison Table
Comparison Table: UN Global Compact
UN Global Compact Principles
Corresponding data
Human Rights
Principle 1
Businesses should support and respect the protection of 
internationally proclaimed human rights.
Inclusion and Diversity
Respecting Human Rights
AI and Human Rights
Supply Chain Management
Principle 2
Businesses should make sure that they are not complicit 
in human rights abuses.
Labour
Principle 3
Businesses should uphold the freedom of association and 
the effective recognition of the right to collective bargaining.
Inclusion and Diversity
Respecting Human Rights
Securing and Retaining 
Employees and Labour 
Practices
Occupational Health  
and Safety
Supply Chain Management
Principle 4
Businesses should uphold the elimination of all forms of 
forced and compulsory labour.
Principle 5
Businesses should uphold the effective abolition of child labour.
Principle 6
Businesses should uphold the elimination of 
discrimination in respect of employment and occupation.
UN Global Compact Principles
Corresponding data
Environment
Principle 7
Businesses should support a precautionary approach to 
environmental challenges.
Environmental Management
Initiatives to Reduce 
Environmental Impact
Biodiversity
Principle 8
Businesses should undertake initiatives to promote 
greater environmental responsibility.
Principle 9
Businesses should encourage the development and 
diffusion of environmentally friendly technologies.
Anti-corruption
Principle 10
Businesses should work against corruption in all its forms, 
including extortion and bribery.
Compliance
Risk Management
Comparison Table: SASB Standards
The table below compares the SASB sustainability disclosure topics, accounting metrics and activity metrics with NEC’s 
sustainability initiatives.
Disclosure topic
Accounting metric
Code
Corresponding data
Environmental
Footprint of Hardware 
Infrastructure
(1) Total energy consumed
(2) Percentage of grid electricity
(3) Percentage of renewable
TC-SI-130a.1
Initiatives to Reduce 
Environmental Impact
Overview of Environmental 
Impact
Environmental Data
(1) Total water withdrawn
(2) Total water consumed, percentage of each 
in regions with High or Extremely High 
Baseline Water Stress
TC-SI-130a.2
Initiatives to Reduce 
Environmental Impact
Overview of Environmental 
Impact
Environmental Data
Discussion of the integration of environmental
considerations into strategic planning for data 
center needs
TC-SI-130a.3
Initiatives to Reduce 
Environmental Impact
Data Privacy &
Freedom of Expression
Description of policies and practices relating to 
behavioral advertising and user privacy
TC-SI-220a.1
Customer Relationship 
Management
Number of users whose information is used for 
secondary purposes
 TC-SI-220a.2
ー
Total amount of monetary losses as a result of 
legal proceedings associated with user privacy
TC-SI-220a.3
Personal Information 
Protection and Privacy
(1) Number of law enforcement requests for 
user information
(2) Number of users whose information 
was requested
(3) Percentage resulting in disclosure
TC-SI-220a.4
ー
List of countries where core products or services 
are subject to government-required monitoring, 
blocking, content filtering, or censoring
TC-SI-220a.5
ー
Data Security
(1) Number of data breaches
(2) Percentage involving personally identifiable 
information (PII)
(3) Number of users affected
TC-SI-230a.1
Personal Information 
Protection and Privacy
Disclosure topic
Accounting metric
Code
Corresponding data
Data Security
Description of approach to identifying and 
addressing data security risks, including use of 
third-party cybersecurity standards
TC-SI-230a.2
Personal Information 
Protection and Privacy
Information Security and 
Cyber Security
Recruiting & Managing a 
Global, Diverse & Skilled 
Workforce
Percentage of employees that are (1) foreign 
nationals and (2) located offshore
TC-SI-330a.1
Inclusion and Diversity
Employee engagement as a percentage
TC-SI-330a.2
Materiality (Priority 
Management Themes from 
an ESG Perspective)
Inclusion and Diversity
Human Resource 
Development
Percentage of gender and racial/ethnic group 
representation for (1) management, (2) 
technical staff, and (3) all other employees
TC-SI-330a.2
Inclusion and Diversity
Intellectual Property 
Protection & Competitive 
Behavior
Total amount of monetary losses as a result of 
legal proceedings associated with anti-
competitive behavior regulations
Risk Management
Compliance
Managing
Systemic Risks
from Technology
Disruptions
Number of (1) performance issues; (2) service 
disruptions; and (3) total customer downtime
ー
Description of business continuity risks related
to disruptions of operations
Risk Management
Activity Metrics
Activity metric
Code
Corresponding data
(1) Number of licenses or subscriptions
(2) Percentage of cloud-based
ー
(1) Data processing capacity
(2) Percentage of outsourced
ー
(1) Amount of data storage
(2) Percentage of outsourced
ー

NEC ESG Databook 2023
Management for 
Sustainability
Environment
Social
Governance
Appendices and Data
104
Comparison Table
Comparison Table: ISO 26000
At NEC, departments that carry out functions related to each sustainability issue are in charge of promoting initiatives related 
to those issues. While referencing the core subjects of ISO 26000 (organizational governance, human rights, labour practices, 
the environment, fair operating practices, consumer issues and community involvement and development), the Company 
works to evaluate the importance of its own sustainability issues and make improvements.
Core subject
Issue
Corresponding data
Organizational 
Governance
Organizational Governance
Management for Sustainability
Quality and Safety
Corporate Governance
Risk Management
Compliance
Supply Chain Management
Information Security and Cyber Security
Human Rights
1. Due diligence
2. Human rights risk situations 
3. Avoidance of complicity 
4. Resolving grievances
5. Discrimination and vulnerable groups 
6. Civil and political rights 
7. Economic, social and cultural rights 
8. Fundamental principles and rights at work
Inclusion and Diversity
Securing and Retaining Employees and  
Labour Practices
Respecting Human Rights
Risk Management
Compliance
Supply Chain Management
Labour Practices
1. Employment and employment relationships 
2. Conditions of work and social protection
3. Social dialogue 
4. Health and safety at work
5. Human development and training in the 
workplace
Inclusion and Diversity
Securing and Retaining Employees and  
Labour Practices
Human Resource Development
Occupational Health and Safety
Environment
1. Prevention of pollution 
2. Sustainable resource use
3. Climate change mitigation and adaptation
4. Protection of the environment, biodiversity and 
restoration of natural habitats
Environmental Management
Initiatives to Reduce Environmental Impact
Biodiversity
Core subject
Issue
Corresponding data
Fair Operating 
Practices
1. Anti-corruption 
2. Responsible political involvement
3. Fair competition 
4. Promoting social responsibility in the value chain
5. Respect for property rights
Risk Management
Compliance
Supply Chain Management
Consumer 
Issues
1. Fair marketing, factual and unbiased information 
and fair contractual practices
2. Protecting consumers’ health and safety
3. Sustainable consumption
4. Consumer service, support, and complaint and 
dispute resolution
5. Consumer data protection and privacy
6. Access to essential services
7. Education and awareness
Respecting Human Rights
AI and Human Rights
Personal Information Protection and Privacy
Customer Relationship Management
Quality and Safety
Community 
Involvement
and 
Development
1. Community involvement 
2. Education and culture
3. Employment creation and skills development
4. Technology development and access
5. Wealth and income creation 
6. Health
7. Social investment
Management for Sustainability
Dialogue and Co-creation with Our Stakeholders
Corporate Citizenship Activities
Innovation Management

NEC Corporation
Stakeholder Relations Department
Sustainability Strategy Planning Oﬃce
7-1, Shiba 5-chome, Minato-ku, Tokyo 108-8001, Japan
Email: nec_sus@dmsig.jp.nec.com
Phone: +81-3-3454-1111
Published in September 2023