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CSR management at NEC is aimed at realizing the "NEC Group Vision 2017" in order to contribute to a sustainable society. In February 2010, NEC unveiled the Mid-Term Growth Plan "V2012-Beyond boundaries, Toward our Vision." NEC sees "V2012" as a milestone for achieving the "NEC Group Vision 2017." Under "V2012," NEC is concentrating on three key initiatives: focus on the "C&C Cloud Strategy," expand global business, and create new businesses. Under the plan, NEC’s targets for fiscal 2013, the year ending March 31, 2013, are net sales of ¥4,000 billion, with an overseas sales ratio of 25%; net income of ¥100 billion; and ROE of 10%. In the following section, we report on the main achievements in fiscal 2011 and our uture plans for each of the three key initiatives.
NEC provided secure and reliable cloud computing services in a variety of fields, including core operations
for local governments and systems for sharing information among hospitals.
Efforts were also directed at fortifying our business infrastructure for providing cloud computing and many other services.
NEC upgraded and expanded data centers while developing and optimizing common IT platforms for providing services.
Going forward, NEC will continue to promote the "C&C Cloud Strategy." Measures will include providing cloud
computing services in a mobile environment utilizing the NEC Group's wireless technology. NEC will also upgrade and expand
service lineups in line with the characteristics of each client business sector, press ahead with cloud computing services for customers’
core operations and strengthen ties with overseas firms to drive global business expansion.
In April 2011, NEC set up a regional headquarters (regional management company) in Latin America,
in addition to its regional headquarters in each of the regions of North America, Greater China, Asia Pacific, and Europe,
Middle East and Africa (EMEA). With this move, NEC has established a global network based on five key regions.
To accelerate global business expansion, competence centers were also established to centralize technologies and expertise in each business.
Businesses include the "Carrier Cloud" business, which supports the provision of cloud-based services to subscribers by
telecom carriers, and the public safety business, including room access and immigration control solutions using biometrics technologies.
From now on, NEC will promote local business leadership from its five regional headquarters around the world. At the same time,
we will accelerate the transfer of authority to local overseas subsidiaries while implementing personnel policies that result
in greater appointment of local staff to management positions. The goal is to drive business expansion through speedy decision-making.
Our efforts will be focused on areas expected to grow rapidly, including education, the Smart Energy and Green business, medical care,
and public safety, especially in Asia and other emerging markets where we will also work to solve issues faced by society.
In the Smart Energy and Green business, NEC pursued the automotive lithium-ion rechargeable battery
business in collaboration with Nissan Motor Co., Ltd., while conducting field trials of rapid charger systems that will
support the popularization of electric vehicles. Furthermore, NEC began taking steps to enter the future smart grid market.
One initiative was the development of a large-scale power storage system for the power distribution grid.
Together with partner companies, NEC also actively conducted trials of "energy management systems" that optimize energy
usage at commercial facilities and homes. Looking ahead, NEC plans to expand the application of automotive lithium-ion
rechargeable batteries beyond automobiles. To this end, we will strive to ensure that the results of field trials
are steadily applied to the development of new businesses.
Meanwhile, in the field of multifunctional devices, NEC launched an Android™ smartphone in the domestic market,
while upgrading and extending its lineup of tablets. Looking ahead, NEC plans to continue rolling out products
that make the most of its strengths to satisfy customer needs.
In fiscal 2011, the first year of the “V2012” plan, NEC made every effort to implement the
foregoing measures. However, NEC met with some challenges in terms of the speed of execution. As a result, we were
unable to achieve the plan’s initial targets.
Going forward, NEC will pursue faster management, as we aim to enhance our corporate value over the medium and long terms,
with the view of realizing the "NEC Group Vision 2017."
* For further details on progress against the "V2012" plan, please refer to the NEC Annual Report 2011 and other publications.
