CSRN‒VISION 2020 – CSR Goals
Fiscal2016 Targets and Results

Ⅰ – Construction and Customers
Vision for 2020
• Providing the highest level of construction work and maximizing the quality of services• Ensuring that satisfaction is maximized for all customers
KPIs

Fiscal 2016 Targets

Results

Self‒
Evaluation

1. Civil Engineering Division:
Average annual construction
performance evaluation scoresfor public works projects

78 points or more

80.3 points◎

2. Building Division: Percentage of“A” ratings in customer
questionnaires

77%

80.4%

◎

3. International Division: Number ofon‒site quality patrol inspections
carried out

Twice a year

Twice a year or more◎

Action Plan

Actions Taken

1.

Reinvigorate quality
patrol inspections andactive utilization oftechnical advisorycommittees.

1.

Held safety seminars led
by the Construction
Engineering Committees
to eliminate occupationalinjuries.

2.

Carry out construction
with an accurate
understanding ofcustomer demands andrequests.

2.

3.

Conduct training andeducation along withpatrol inspections
according to thecircumstances in eachcountry.

Shared customer
demands and requests
with construction
departments andreceived highevaluations.

3.

Conducted training inJapan for overseas localstaﬀ.

Self‒Evaluation: ◎= Achieved, ○= Mostly achieved, △= Not achieved

Issues Identiﬁed and Planned Countermeasures
1.

By enhancing the activities of the Construction Engineering Committees and through active cooperation with work sites on the partof civil engineering departments at Head Oﬃce and regional headquarters, we will work to discover and resolve problems early.

2.

Proposal deﬁciencies in a number of design and construction projects were pointed out. We will work to further improve ourproposal capabilities.

3.

In addition to continuing training overseas, we will conduct participatory study sessions and other interactive training rather thanone‒way instruction.

Ⅱ – Safety and Health
Vision for 2020
• Achieving the goal of zero occupational injuries• Eliminating long working hours and creating comfortable workplaces
KPIs

Fiscal 2016 Targets

Results

Self‒
Evaluation

1. Rate of injuries requiring 4 ormore days of absence from work

0.7 or lower

0.67

◎

2. Rate of injuries requiring 1 ormore days of absence from work

1.4 or lower

0.88

◎

3. Number of compensatory days
oﬀ taken———

4. Percentage of vacation days
actually used by employees
posted overseas

90% or higher

92.5%◎Action Plan

Actions Taken
1.

Strengthen production
and common knowledgeof documentation for
operating procedures
and work plans.

Conducted focused
inspections of facilities
and equipment duringsite compliance, anddiscontinued their use
until any problems wereresolved.

2.

3.

Use and monitor
overtime planningdocumentation.

Added risk assessment todocumentation for
operating procedures.

3.

4.

Encourage employees totake vacation days.

Through use, thenumber of compensatory
days oﬀ taken increased.

4.

Promoted awarenessaround Christmas
holidays and otherperiods when it is easier
to take days oﬀ.

1.

Promote initiatives foreliminating injuriescaused by slips and falls.

2.

Self‒Evaluation: ◎= Achieved, ○= Mostly achieved, △= Not achieved

Issues Identiﬁed and Planned Countermeasures
1.

We need to work to prevent occupational injuries caused by unsafe facilities and unsafe actions. We will conduct focusedmanagement through patrol inspections and other activities.

2.

We will make eﬀorts to reduce injuries in ways such as stricter application of suspension of use orders.

3.

While the number of compensatory days oﬀ taken increased compared with ﬁscal 2015, we need to improve awareness toward
reducing long working hours. In ﬁscal 2017, we will strive to cut down on long working hours by (1) carrying out on‒site
inspections by managers, (2) carrying out monitoring, (3) encouraging the use of ICT devices, and (4) communicating information
on improvement measures.

4.

To increase the percentage of vacation days taken by employees posted overseas, two years ago we revised Company regulations
in line with actual work conditions to make it easier to use vacation days. We will continue educational eﬀorts to promote their use.

Ⅲ – Employment and Human Rights
Vision for 2020
• Proactively invest in human resources to ensure sustainability• Increase employee satisfaction to retain personnel
KPIs
1. Percentage of employees withcertiﬁcations

Fiscal 2016 Targets(Varies by business division)

Results
Civil Engineering

Self‒
Evaluation—

Number of professional engineers:
228(increase of 2 from previous ﬁscal year)

Number of ﬁrst‒class civilengineering works execution
managing engineers: 729(unchanged from previous ﬁscal year)

Building Construction
Number of ﬁrst‒class architects: 411(increase of 9 from previous ﬁscal year)

Number of ﬁrst‒class architectural
works execution managing
engineers: 809(increase of 19 from previous ﬁscal year)

2. Percentage of female employees
on a career track

2.5%

3.0%

Action Plan◎

Actions Taken

1.

Make detailed plans foreach division and assistemployees in acquiringcertiﬁcations.

1.

Provided individualizedinstruction, distributed
past exam questions andconducted mock exams.

2.

Form a ﬁve‒year action
plan based on the Act on
Promotion of Women’sParticipation andAdvancement in theWorkplace.

2.

Revised internal
Company rules inaccordance with theamendment of related
laws and regulations.

Self‒Evaluation: ◎= Achieved, ○= Mostly achieved, △= Not achieved

Issues Identiﬁed and Planned Countermeasures
1.

Among various support measures, we implemented e‒learning courses that can be taken anywhere at any time, however, this was
not reﬂected in the results. Since it is necessary to change employees’ awareness toward acquisition of certiﬁcations, we willcontinue educational activities and concrete support measures.

2.

Diversity initiatives progressed; however, there is further room for improvement. Measures are being taken to raise employee
retention and reduce overtime work.

Ⅳ – GovernanceVision for 2020
• Establishing corporate governance to achieve accountability• Earning trust by visualizing operations and organization• Ensuring thorough compliance• Securing business sustainability and becoming a trustworthy company through complete
risk control
KPIs

Fiscal 2016 Targets

ResultsSelf‒
Evaluation

1. Compliance awareness scorewithin employee satisfaction
survey (5‒point scale)

3.8 or higher

3.7△

2. Percentage of Company‒owned
PCs using encryption

50% or more

50%

○Action Plan

Actions Taken

1.

Conduct eﬀective andpractical training.

2.

Implement stronger
encryption measureswhen updating andreplacing Company‒
owned PCs.

1.

Made an anti‒power
harassment declaration
by top management andconducted varioustraining according tocareer stage as well as
training for compliancecommittee chairpersons.

2.

Introduced an e‒mailsecurity system, an
unauthorized accessdetection system, andmore.

Self‒Evaluation: ◎= Achieved, ○= Mostly achieved, △= Not achieved

Issues Identiﬁed and Planned Countermeasures
1.

The compliance awareness score fell slightly short of target. The results of the survey revealed issues such as recognition ofharassment and awareness of overtime work. In response, we will continue with training and work to further improve complianceawareness and ensure that it permeates throughout the Company in order to achieve our goal of being a compliance‒focusedcompany that meets the expectations and demands of all stakeholders.

2.

We are introducing stronger encryption measures when updating and replacing Company‒owned PCs. In addition, we will
strengthen measures and training to prevent information leaks due to causes other than PC theft.

Ⅴ – Environment
Vision for 2020
• Stepping up eﬀorts to be a company with advanced environmental management• Establishing the foundations to maintain environmental compliance and ensuring theylast• Actively engaging in the environmental solutions business
KPI
1. CO2 emission intensity (t‒Fiscal 2016 Targets

ResultsSelf‒
Evaluation

28.4

24.2

◎

2. Percentage of construction waste
sent to ﬁnal landﬁll disposal (%)

3.0% or more

2.9%

◎

3. Percentage of sites whereactivities to preserve biodiversity
have been implemented (%)

40%

84％

◎

CO2/100 million yen)

Actions Taken

Action Plan
1.

Promote introduction ofbiodiesel fuel (BDF) as a
substitute for diesel andpromote use of LEDs for
temporary lighting at allsites.

2.

Implement Nishimatsu
Construction’s wastesorting rules and consign
waste disposal to reliable
contractors with highrecycling rates.

3.

Conduct environmental
education for employees.

1.

Introduced
approximately 150,000
liters of BDF. Promoted
conversion to LEDs for
temporary lighting at
work sites, withsuccessful introduction at
130 sites.

2.

Worked to minimize
mixed waste, waste
plastic and ceramic glass.

3.

Learned aboutbiodiversity throughholding environmental
events to contribute to
the local community.

Self‒Evaluation: ◎= Achieved, ○= Mostly achieved, △= Not achieved

Issues Identiﬁed and Planned Countermeasures

We generally achieved targets at a high level. However, there were some cases in which we were below the standard levels of practice in ourwaste sorting rules. Therefore, Company‒wide eﬀorts are necessary.
We will carry out the following actions in ﬁscal 2017.
Bolster nationwide eﬀorts for introduction of BDF.
Continue to promote conversion to LEDs in leased oﬃce space.
Implement Nishimatsu Construction’s waste sorting rules more thoroughly.

Ⅵ – Local Communities and Society
Vision for 2020
• Taking an active part in society as a corporate citizen• Making contributions by capitalizing on business skills
KPI
1. Number of community service
activities conducted during theyear

Fiscal 2016 Targets
80Self‒
Evaluation

88

Action Plan
1.

Results

Conduct community
service activities thatlead to building positive
relationships withcommunities.

◎Actions Taken
1.

We undertook a varietyof activities in Japan andoverseas.
Support forChildren’s
Cafeterias inFukuoka
Prefecture
Support for
Nakayama
Festival inYokohama
Support for
education
withconstructionof a newelementaryschool in Mie
Prefecture

Self‒Evaluation: ◎= Achieved, ○= Mostly achieved, △= Not achieved

Issued Identiﬁed and Planned Countermeasures

We carried out unprecedented new activities. In accordance with the following policy, we will continue to remind all employees of thesigniﬁcance of community service activities and work to further expand such activities.
Policy for Community Service Activities
To achieve the UN Sustainable Development Goals (SDGs), we will execute activities that help to solve issues facing local
communities in Japan and overseas.
In keeping with our basic philosophy, we will carry out activities in cooperation with our various stakeholders to conduct valuable
activities that have substance.
Action Plan
Education support activities
Disaster relief support
Measures to address environmental problems
Contribution to health, medicine and sportsⅦ – Industry and Supply Chains
Vision for 2020
• Building fair CSR supply chains
KPIs
1. Rate of orders awarded to N‒NETmembers for each ﬁscal year
(value basis)

Fiscal 2016 Targets

Results

Civil Engineering: 60%
Building Construction: Framing
80%, Finishing 60%

Civil Engineering: 64%
Building Construction: Framing
80%, Finishing 63%Action Plan

Actions Taken

1.

Strengthen ties between
N‒NET members andwork sites, branches andregional headquarters.

1.

Improved the order ratewith planned orders
received and earlyplacement of orders.

2.

Disclosed the people incharge of future orderplans on the N‒NET
website to make it easier
to contact them.

Self‒
Evaluation◎Self‒Evaluation: ◎= Achieved, ○= Mostly achieved, △= Not achieved

Issues Identiﬁed and Planned Countermeasures

Although targets were achieved, the signiﬁcance of N‒Net membership was insuﬃcient. We will therefore implement the following measures:
Clarify the advantages of placing orders with N‒NET members, and promote a mechanism for encouraging the building of win‒win
relationships between the Company and members.
Disclose ordering plans and information on the person in charge.

+1 – Communication
Vision for 2020
• Actively expanding CSR activities• Maintaining appropriate CSR activities
KPI
1. Number of construction site
tours for investors held

Fiscal 2016 Targets

Results

At least one

OneAction PlanActions Taken

1.

Through construction site
tours, provide the latest
information and deepen
understanding of ourbusiness.

1.

Self‒
Evaluation◎Held a tour of theKouchigawa Dam FieldOﬃce, West Japan
Regional Headquarters
on October 4.

Self‒Evaluation: ◎= Achieved, ○= Mostly achieved, △= Not achieved

Issues Identiﬁed and Planned Countermeasures

Although our target was achieved, we did not fully satisfy the demands of participants. We will implement the following as countermeasures.
Consider tours of shield tunnel construction sites in response to high demand.
Conduct opinion exchange meetings.