Nissan CSR Scorecard
CSR DATA076N i s s a n C S R ScorecardThe CSR Steering Committee uses our CSR scorecard as a tool to manage,review and validate our progress in each of eight key areas we have defined for CSR activities.The table below shows some of the values behind Nissan’s present activities in these areasand the indices used in the scorecard to gauge our performance.FY2011 target achievement rate:Eight Key AreasMajor Activity or ValueCorporateGovernance &Internal ControlEstablishment/effectivemanagementof internalcontrol systemNissan aims toconduct fair, impartialand efficient businessactivities, having ahigh degree oftransparency andconsistency byadhering to theapplicable laws andcorporate rules.Scope ofApplicationIndicators ofProgressConsolidatedcompaniesFY2009 (Result)FY2010 (Result)Establishment/globaldevelopment ofcompliancepromotingorganizations andcodes of conductIntroduced internalreporting systems ineach region Clarified key tasks ineach region andformulated action plans toadvance activities toprevent noncompliance Disclosed Nissan’s GlobalCode of Conduct tooutside parties ment ofan effective riskmanagementsystem Dealt with outbreakof H1N1 influenzaand formulated BCPto prepare for higherabsence ratio Recognized new risksemerging from recentfinancial crisis ascorporate risk;appointed riskowners to investigatemanagementmethods andstrengthen controlsInformationSecurityAddressingpersonal dataprotection issuesandestablishment ofstableinformationsecurity Continuouslymonitored andimproved status ofcompliance withmeasures to protectpersonal data atNissan Motor Co. andsales companies Produced annual planand implementedPDCA cycle forinformation securitymanagement at eachmajor affiliateCompliance/Code ofConductFY2011 (Target)AchievedMostly AchievedNot AchievedNot CalculatedFY2011 (Result)FY2012 (Target)Long-Term Vision Construct a systemfor clarifyingcompliance-relatedrisks and for prioritymanagement Enhanceproblem-solving andfollow-up capabilitiesby strengtheningPDCA cycle (craftmedium-term plan ineach region forFY2011–13) Clarified compliance-related risks andconfirmed action plans for each regionin the Global Compliance Committee;regularly followed up progressthereafter Formulated medium-term regionalaction plans (FY2011–13) Launched anti-bribery activities in linewith expanding scope of Nissan’sbusiness; defined global policy,reached decision to implement relatedtraining Further enhanceimprovementactivities based onPDCA cycle andprevent complianceinfractions Set globalanti-bribery policyand implementtraining activitiesA fully functioningframework(process) for theprevention ofconduct violations Promoted commonunderstanding amongGlobal Headquarters andregional headquarters inthe Americas and Europeregarding fundamentalprocesses of riskmanagement; exchangedrelated information withRenault Explained riskmanagement initiatives inthe Annual Report andSustainability Report Review our responseto the Great EastJapan Earthquakeand reflect results inthe BCP Continue andenhance disclosure ofinformation on ourrisk managementactivities Continue andenhancebenchmarkingactivities togetherwith Renault Reviewed responses to Great EastJapan Earthquake for each function;reflected results in the BCP andshared the findings throughout thecompany; verified progress throughfurther simulation training,enhancing level of readiness Disclosed information on riskmanagement activities via AnnualReport and Sustainability Report,adding items and updating contentof disclosure Re-implemented benchmarkingactivities following Renault’s shift tonew system Carry out riskmanagementactivities to supportsuccessfulachievement ofmid-term businessplan goals Continue disclosinginformation andupdating its contentContribute toraising corporatevalue with a globalrisk managementsystem; obtainbetter disclosure Continually monitoredcompliance with policiesto safeguard personalinformation at NissanMotor Co. and its salescompanies; verified levelshad been maintained orimproved Globally implemented anannual plan forinformation securitymanagement andconfirmed its progress;verified levels had beenmaintained or improvedMaintain/raise level ofinformation securitymanagement Continued monitoring compliancewith personal informationsafeguarding policies at NissanMotor and its sales companies,confirming that level was maintainedor improved Globally implemented, trackedprogress in annual informationsecurity management plan,confirming that level was maintainedor improved Implemented process for monitoringinformation security incidents thatoccurred outside of Nissan andconfirmed that similar issues couldnot take place within the companyMaintain/raise level ofinformation securitymanagementContribute topursuing stablecorporate activitiesand socialresponsibility bygloballyimplementingPDCA cycles oninformationsecurity
CSR DATAFY2011 target achievement rate:Eight Key AreasMajor Activity or ValueScope ofApplicationIndicators ofProgressEconomicContributionImplementation and promotion ofNissan Power 88ConsolidatedcompaniesConsolidatedoperating profitratioNissan aims forsustainable, profitablegrowth, contributing toeconomicdevelopment for all ofsociety.QualityFY2009 (Result)FY2010 (Result)FY2011 (Target)4.1%6.1%4.9% (forecast)Global market share5.5%5.8% 0/share 10/shareAchievedFY2011 (Result)5.8%6.8% (forecast)6.1% (forecast)6.4%6.7% (forecast)Achieve sustainable,profitable growth byadvancing a sustainablemobility society; continueproviding value to allstakeholders over the longterm 20/share 20/share 25/shareDividendScore of external indicator that ismost influential to customersGlobal[North America]Consumer ReportsJ.D. Power IQS/VDSAchieved nearly allFY2009 targetsAchieved nearly allFY2010 targets[Europe] U.K.:What Car?Germany: ADACItaly: QuattroruoteU.K.: Qashqai and Noteearned high marks inWhat Car?Italy: Qashqai earnedhigh marks inQuattroruoteGermany: Qashqai andNote earned reputationfor high reliability inADAC U.K.: Qashqai and Noteearned high marks in WhatCar? Italy: Qashqai earned highmarks in Quattroruote Germany: Qashqai andNote earned reputation forhigh reliability in ADACU.K.: Qashqai and Noteearned high marks in WhatCar?Germany: Qashqai andMicra won high reliabilitymarks in ADAC[Other] China: J.D.Power IQS/VDSSouth Africa: PiedPiper PSIBrazil: Quatro RodasIndia: J.D. Power IQSChina JDP/IQS: 4models earned top 3rankingsSouth Africa PSI: 4models in top rankingChina JDP/IQS: 3 modelsearned top 3 rankingsChina: 3 models in top 3rankings for J.D. PowerIQS, 4 models in top 3 forJ.D. Power VDSSouth Africa PSI: 3 modelsin top 3 rankingsCustomersatisfactionsurvey resultsrelating to Salesand ServiceQuality in focuscountries(Nissan andInfiniti)Maintained position inall countries whereTop-Level Quality hadpreviously beenachieved; continued toimprove position in allother countries in thefocus group throughinitiatives, activitiesaimed at milestones forTop-Level Sales andService QualityImprovements carried outaccording to plan towardachievement of Top-LevelQuality objectivesGlobalNot CalculatedLong-Term VisionNissan MotorCo., Ltd.Achievement of Sales and ServiceQuality objectives, resulting in thehighest levels of customer loyaltyand service retentionNot AchievedFY2012 (Target)Company stockNissan providestop-level quality in itsproducts and servicesaround the world.Mostly Achieved077Improve rankings inrespective KPIsContinue Sales andService Qualityimprovement throughachievement ofTop-Level Qualityobjectives in focuscountriesAchieved nearly allFY2011 targetsMaintained Top-LevelQuality in those focusmarkets where alreadyattained; improved rankingsin other markets byimplementing “kaizen”actions.Improve rankings inrespective KPIsUnder quality improvementgoals of Nissan Power 88,make Infiniti a leading luxurybrand and make Nissan aleading global automotivebrand by FY2016Continue Sales andService Qualityimprovement in focusmarkets towardTop-Level QualityachievementAchieve Top-Level Quality inall focus markets by FY2016
CSR DATA078Note: Please see the detailed information on the NGP2016 activities on p. 24.Eight Key AreasMajor Activity or ValueEnvironmentImplementation andpromotion of NissanGreen Program2016 (NGP2016)Nissan aims to lead asocial transformationaimed at bringingabout a sustainablemobility society byreducing vehicles'environmental impactthroughout their lifecycle and expandingthe lineup of effectivegreen products andtechnologies.Scope ofApplicationPenetration ofzero-emissionvehiclesWider application offuel-efficient vehiclesCorporate carbonfootprint minimizationNew naturalresource usageminimizationIndicators of ProgressFY2011 (Result)FY2016 (Target)Number of zero-emission vehiclessold23,000 Nissan LEAF units soldCumulative sales with Alliance partnerRenault of 1.5 million EVs by FY2016,securing leadership in zero-emissionmobilityNumber of new EV models introduced(Nissan LEAF introduced already in FY2010)4 models releasedPromotion of activities towardrealization of zero-emission societyEfforts underway, including developmentof "LEAF to Home" system, road tests ofNissan New Mobility Conceptultracompact EVRealization of zero-emission societyCorporate average fuel efficiency(CAFE) (Japanese, North American,European, Chinese markets)15% improvement from FY200535% improvement in CAFE from FY2005(Japanese, North American, European,Chinese markets)Number of models launched withclass-leading fuel efficiencyTiida (China), Versa Sedan (U.S.)Global rolloutCumulative number of hybrid modelslaunchedDevelopment underway of front-wheeldrive hybrid vehicles, plug-in hybridelectric vehicles (PHEVs)Global rolloutNumber of CVT-equipped units sold(beginning 1992)11.08 million cumulative sales20 million cumulative salesRate of CO2 emission reduction forcorporate activities (production,logistics, offices, sales companies;t-CO2/unit, from FY2005) Plants (t-CO2/unit, from FY2005) Offices (Japan, North America, Europe,China; output level basis） Sales companies (Japan; output levelbasis)8.9％ reduction20％ reduction 20.5% reduction 2.6％ reduction 27% reduction 1% annual reduction (FY2010 as base) 11.9％ reduction 1% annual reduction (FY2010 as base)GlobalRecycled material use ratio per vehicleEfforts underway, including reuse of steel Improve recycled material use ratio toand aluminum plate scraps generated25%during manufacturing in new plate metalJapanResource recovery rate98.8%Top-level recovery rateGlobalWaste reduction percentage at plantsJapan: 8.4% reductionJapan: 2% annual reduction(compared to business as usual)Global: 1% annual reduction(compared to business as usual)GlobalGlobalGlobalGlobal: 12.3% reductionNumber of facilities withwater-resource management4 facilities (Australia, India, China, Mexico)All production facilitiesLong-Term Vision90% reduction in CO2emissions from new vehiclesfrom FY200580％ reduction fromFY2005 (t-CO2/unit)Reduce ratio of new naturalresources per vehicle by70% from FY2010Reduce environmentalimpact and resource usageof Nissan corporateactivities and vehicles towithin the Earth's naturalability to absorb
CSR DATAFY2011 target achievement rate:Eight Key AreasSafetyNissan developsinnovative technologyand plays an activerole in safetypromotion, making theautomobile societysafer for all.EmployeesNissan aims to forman attractiveorganization wherediverse humanresources can achievepersonal growththrough experience inglobal business.Major Activityor ValueScope ofApplicationIndicators ofProgressEstablishment ofquantitative reductiontargets forNissan-related trafficdeaths, etc., real-worldanalysis of accidentsto build safer cars andimplementation ofdriver-educationprogramsJapan, U.S.,U.K.Reduction from 1995 levels inNissan-related traffic deathsand injuries (Figures areavailable approx. two years laterdue to calculation based onpublicly released data)Build alearning-orientedcorporate cultureNissan MotorCo., Ltd.Enhancemanagement quality,employee motivationbased on employeeattitude surveysAchievedMostly AchievedNot Achieved079Not CalculatedFY2009 (Result)FY2010 (Result)FY2011 (Target)FY2011 (Result)FY2012 (Target)Long-Term VisionJapan: 53%U.S.: 48%U.K.: 56%Japan: 54%(Data not collected forU.S., U.K.)Develop and boost useof safety-relatedtechnologies based onNissan Safety Shieldapproach to reducefatal and seriousinjuries from previousFY, progressing towardultimate goalFigures to becalculated once datais releasedDevelop and boost useof safety-relatedtechnologies based onNissan Safety Shieldapproach to reducefatal and seriousinjuries from previousFY, progressing towardultimate goalAim for ultimate goal of zerofatalities and serious injuriesinvolving Nissan vehiclesTrainee satisfaction: Based on4.5 or highersurveys of employeesundergoing annual trainingcourses. Scores (on a scale of 1to 5) are the lowest of theaverages for each course4.5Implement educationprograms to enhancecompetency;maintain/increasesatisfaction of attendees4.2 or higherImplement educationprograms to enhancecompetency;maintain/increasesatisfaction of attendeesCreate a learning-orientedcorporate culture and asetup allowing individualemployees to achievepersonal growthGlobalImproved scores formanagement quality, employeemotivation; share of positiveresponses to questions inemployee attitude surveysQuality ofmanagement: 50%Employee motivation:57%Promote activities to enhancequality of management andrevise corporate culture basedon employee attitude surveys;raise scores on quality ofmanagement/employee motivationSurveys notimplemented inFY2011Promote activities toenhance quality ofmanagement and revisecorporate culture basedon employee attitudesurveys; raise scores onquality of management/employee motivationImprove quality ofmanagement and create anorganization that inspiresand enhances employeeengagementSupport forself-initiated careerdevelopmentNissan MotorCo., Ltd.Number of successful applicants 94 (Open Entry andShift Career Systems)under Open Entry (employeescan apply for advertised positionopenings) and Shift Career(employees can apply to thedepartment or occupation oftheir choice, regardless ofavailability) Systems103 (Open Entry andShift Career Systems)Further advanceassignment of employeesto relevant positions viaOpen Entry/Shift CareerSystems99 (Open Entry andShift CareerSystems)Further advanceassignment ofemployees to relevantpositions via OpenEntry/Shift CareerSystemsProvide support for careerdevelopment thatemphasizes employees’self-initiativeCreating safe andworry-free workplacesNissan MotorCo., Ltd.Frequency of labor accidents(injuries or deaths per 1 millionworker-hours)0.370.430.270.350.27Build and maintain safe,worry-free workplacesIntensity of labor accidents(Intensity total working hourslost/total working hours x 1,000)00No serious accidents0No serious accidentsShare of women in middlemanagement and managementpositionsJapan (Nissan Motor):5%Americas: 10%Europe: 13%Japan (Nissan Motor): 6.1%Americas: 12%Europe: 14%Global: 10%Global:10%Japan (NissanMotor): 6.7%Americas: 12%Europe: 15%Global:10.5%Employee survey score ondiversitySurveys not implementedin FY2009Global: 50%Maintain/upgrade scoresSurveys notimplemented in FY2011Maintain/upgradescoresShare of non-Japaneseemployees1%1.0% (as of April2010)Maintain/upgrade share ofnon-Japanese employees1%Maintain/upgrade shareof non-JapaneseemployeesPromotion of diversitythrough activedevelopment,engagement withwomenPromotion of diversitythrough cross-culturalrecruitmentGlobalNissan MotorCo., Ltd.Surveys notimplemented inFY2009Provide greater value tocustomers through diversity
CSR DATAFY2010 target achievement rate:Eight Key AreasValue ChainNissan promotesethical,environmentally soundactions in all stages ofthe supply chain.PhilanthropyNissan carries outsocial contributionactivities as acorporate citizen,focusing on education,environmentalawareness andhumanitarian relief.Major Activityor ValueScope ofApplicationIndicators ofProgressReduce theenvironmentalimpact of productsthrough greenprocurementactivitiesAll primarysuppliers sible for100% of totalRenault-Nissanprocurementby value, April2009)Reduce theenvironmentalimpact of productsthrough greenprocurementactivitiesAchievedMostly AchievedNot Achieved080Not CalculatedFY2009 (Result)FY2010 (Result)FY2011 (Target)FY2011 (Result)FY2012 (Target)Long-Term VisionExtent to which valuesand codes of conductare shared withsuppliersCreated “CSR Guidelinesfor Suppliers” with Renaultin line with the CSRprocurement activities ofthe Japan AutomobileManufacturers Association,and prepared to send themout Worked with Renault todistribute “CSRGuidelines for Suppliers”from purchasingdepartments atoperational sites tosuppliers (from June) Carried out MPArevisions incorporatingpenalties for complianceinfractions (from July)Boost CSRunderstanding amongsuppliers with video andother presentations onNissan CSR activitiesand examples atNisshokai and othersupplier meetings Recovery from the Great East JapanEarthquake and Thai flooding carried outwith suppliers as vital activities; thesewere implemented and evaluated asCSR for contributing to society throughsupport for suppliers in affected areas,prompt relaunch of production Main approaches included:1. Swift sharing of information related toproduction recovery2. Steps to deal with planned blackouts,shift to weekend operations in summermonths3. Creation of BCPs for supply chains(Japan and Thailand) Rules created in FY2010 definingpenalties for supplier complianceinfractions applied to cases that arose Begin formulation ofBCPs for overseaslocations (other thanJapan, Thailand) fromthe first half of FY2012 Implement survey ofsteps taken to addressconflict mineral usage,with the goal ofdeepening CSRpenetration throughthe supply chain Continued steps toaddress supplierinfractionsContinually supportsuppliers’ efforts toenhance theirsystems for CSRactivitiesAll primarysuppliersaround theworldAscertaining compliancewith Japan’s greenprocurement guidelinefor environmentimpacting substances inpurchased parts, andpromotion of suchactivities with regard toglobal guidelineHeld meetings with Thaisuppliers to explain “NissanGreen PurchasingGuidelines”Globally published “NissanGreen PurchasingGuidelines” on the website;initiated their deploymentin North AmericaCreate framework forpromoting reducedsupplier use ofenvironment-impactingsubstancesNew management processes created inline with NGP2016, explained at suppliermeetings in November; began globaldeployment of revised “Nissan GreenPurchasing Guidelines” (enhancement ofmanagement of environment-impactingsubstances in Europe)Implementation andimprovement of stepsunder new managementprocessesReduce Nissan’senvironmental impactthroughout the lifecycle by establishingstructures forsuppliers; enhancemanagement scopeby extendingactivities to thewhole value chainPromotion of CSRactivities at salescompaniesSalesCompanies(Japan)Regular sharing ofinformation with salescompanies and supportfor voluntary activitiesStarted introduction of acompliance self-assessmentprogram at sales companiesin Japan; at meetings ofsales company executivesin September 2009 andMarch 2010, sharedinformation on latestcompliance developments,offering support for salescompany effortsFurther enhancedawareness of compliancethrough implementation ofcompanywideself-assessment programContinue implementingself-assessmentprogram; hold regularevents to exchangeinformation(e.g. companyrepresentative meetings) Efforts to firmly establish complianceself-assessment program helpedboost compliance awareness fromFY2010 levels Representative meeting in June urgedgreater care with personal informationprotection, leading to enhancedmeasures and stronger informationmanagement at each companyImplementself-assessmentprogram revised basedon recent compliancetrends to further boostawareness; holdregular events toexchange information(e.g. companyrepresentativemeetings)Provide support tohelp cementvoluntary efforts atsales companiesClarification ofNissan’sphilanthropy policy,reinforcement ofin-houseorganization andenhancement ofphilanthropicactivitiesGlobalClarification of Nissan’sphilanthropy policy andestablishment of anin-house promotionorganizationContinued to investigateglobal programs, but did notimplement in FY2009. “TheScience of Survival” wasdiscontinued in June 2009due to organizer’s reasonsLaunched joint projectswith Habitat for Humanity,beginning in March 2010in India and in March 2011in Indonesia and Thailand Enhance the 3 regionalsystems (Asia, AMIE,Americas) andstrengthenmanagement Develop new programsto assist “base ofpyramid” Engage in dialoguewith stakeholders twiceper year as part ofphilanthropic activities Designated officers to head CSR,philanthropic efforts at 3 main bases,including Global Headquarters; createdsystem for global promotion andcooperation Signed global agreement with Habitatfor Humanity, an NGO Nissan NorthAmerica has partnered with since 2006;set FY2012 course for strongerparticipation in poverty relief Held talks with 10 NPOs active in theMarch 11 disaster zone to providemaximum support possible targetinghigh-need areas Held a town meeting in Yokohama inconnection with Omoiyari LightPromotion safety campaign; carried outdialogue with wide range of experts,other stakeholders Review March 11disaster relief andadvance measures tocreate environmentconducive to employeeparticipation involunteer efforts Work on systemsallowing swift decisionson form of relief effortsfollowing disasters Develop existingprograms to enablemore global activitiesdelivering value morewidelyContinuallyimplement uniquephilanthropicprograms centeredon “support foreducation,”“environmentalawareness” and“humanitarian relief,”balancing globalperspectives withthe mostappropriate activitiesfor each region
The CSR Steering Committee uses our CSR scorecard as a tool to manage, review and validate our progress in each of eight key areas we have defined for CSR activities. The table below shows some of the values behind Nissan’s present activities in these areas and the indices used in the scorecard to gauge our performance.
Nissan Cube 1.6L 2009-2011 D-512-7 Nissan Cube 1.8L 2009-2013 D-512-7 Nissan Frontier 2.5L 2005-2013 D-512-7 Nissan Frontier 4.0L 2005-2013 D-512-7 Nissan Maxima 3.5L 2005-2013 D-512-7 Nissan Murano 3.5L 2005-2013 D-512-7 Nissan NV2500/NV3500 4.0L 2012-2013 D-512-7 Nissan NV2500/NV3500 5.6L 2012-2013 D-512-7 Nissan Pathfinder 3.5L 2012-2013 D-512-7
Assign a scorecard template to a new scorecard to transfer the scorecard components and their weightings to the scorecard. To guarantee that the components on the scorecard cannot be removed or modified, lock the scorecard. See Chapter 8 of the Hyperion Performance Scorecard – Sy
1. A brief outline of the Company's CSR policy The Company's corporate social responsibility ("CSR") Policy obligates the Company to undertake specific CSR projects and programs, as approved from time to time by the Company's CSR committee, in accordance with the CSR Policy's pre-established categories. To
Report No. 18 of 2018 68 CSR Plan of NSICL did not specify the list of activities to be undertaken under CSR . 16 CPSEs had not prepared any annual CSR Plan for the year 2016-17 . 4.5.3.2 Organisation structure for implementation of CSR activities As per rule 4(2) of CSR Rules "The Board of a company may decide to undertake its CSR
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