Re-identifying material issues and managing KPIs toward Nishimatsu Vision 2030
First written in FY2024. 1 of 2 entries say "Advanced", first in FY2026. Latest entry: FY2026.
73 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「As a target that quantitatively expresses its sustainability slogan, the company has set the KGI of “providing value to a cumulative total of 60,000 regions and communities” through its business by 2050. From FY2025, it expanded this KPI tree from departments down to the individual level and incorporated the KPIs and target values into its personnel evaluations.」
The company expanded the KPI tree linked to materiality to individual evaluations and set the KGI of providing value to a cumulative total of 60,000 regions and communities by 2050. - FY2024First statedAnnual report
「To achieve Nishimatsu-Vision 2030, the company identified the materiality issues it should address through its business as follows, evolving them from its existing material issues based on its corporate philosophy and long-term vision.」
The company identified 6 items: “realising a safe and vibrant society,” “building an organisation that enables maximum use of on-site capabilities,” “forming partnerships that maximise value creation,” “a technology strategy linked to safety and excitement,” “building systems in which diverse talent can thrive with enthusiasm,” and “compliance,” and developed a KPI tree to address them.