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CSR management | Structure / Management processes

Structure / Management processes Measuring materiality Deeper analysis of materiality

CSR structure

The CSR committee is central to the fulfilment of our CSR objectives and was set up in fiscal 2008 to drive management-level CSR efforts. The chief operating officer chairs this body of five executive officers. The committee met three times in fiscal 2008 deliberating on such matters as progress and issues with our CSR endeavours, developing our CSR programs, financial and economic education initiatives and our medium-term CSR goals.
We launched the corporate citizenship department in fiscal 2006 to coordinate globally with all group units so that they can deploy independent CSR programs that reflect the nature of their businesses. The department's roles include the secretariat of the CSR committee and providing information and support for education and training as part of our efforts to build effective CSR management processes worldwide. The department also engages with stakeholders to respond accurately to their expectations.

CSR implementation platform

image:CSR implementation platform   Overview of CSR committee deliberations in fiscal 2008

First meeting

  • Progress and issues with CSR
  • Internal and external best practices

Second meeting

  • Nomura Group's CSR programs
  • Financial and economic education initiatives
  • Environmental initiatives

Third meeting

  • Medium-term CSR goals
    (for the environment, financial and economic education, support for the arts and culture, and diversity)
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Management processes

We have phased CSR strategies into our management and business processes in keeping with our belief that CSR demands that we contribute to society through our core business.
We recognize that it is increasingly important for management to identify social changes and respond to stakeholders' expectations.
To this end, we adopted an approach to CSR that assesses issues in terms of their importance to society and Nomura Group, subsequently implementing PDCA (Plan-Do-Check-Act) cycles.

Materiality process and internal management

2008 Deeper analysis of materiality more

Internal CSR meetings
We met with divisions responsible for CSR activities to share information on business-related issues and goals and take specific actions.

Internal dialogue about diversity
This discussion among employees from Nomura offices around the world focused on how diversity can drive world-class performance and professionalism.

Launched CSR committee
2007 Measuring materiality more

Internal CSR interviews
We interviewed managers in all divisions that engage in CSR activities. Through these interviews, each division ascertained the importance of CSR issues, enabling us to share information throughout the organization.

Formulating a mission statement and principles of conduct
Based on our founder's principles we formulated a mission statement and principles of conduct to clarify our goals to the general public and to serve as practical CSR guides for our employees.
2006 Assessing materiality trends We assessed Nomura Group activities in terms of their impacts on society and on our business.

CSR survey
We surveyed 60 employees from around the organization about their awareness of CSR activities relating to clients, employees, shareholders and investors, competitors, communities, and compliance. We used the survey to identify current strengths and weaknesses.

Employee dialogue
We brought together 12 employees from various divisions of our organization to discuss the issue of being client-oriented. The dialogue confirmed that employee professionalism and diversity are central to serving diverse client needs.

Launched corporate citizenship department
2004

Formulating Code of Ethics
Launched CSR section
Released CSR report
2000

Basic & Dynamic activities
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