CSR activity report

Summary of CSR Activities in Fiscal 2019 and Outline of Next Year's Targets

The content of CSR activities is organized and summarized from the perspectives of the NYK Group's materialities of "Safety," "The Environment," "Human resources," and "Governance."

Please see the GHQ Environmental Management Program for FY2019 for a summary of environmental activities and goals.

[Self-evaluation standard] Achieved: ◎ Almost Achieved:〇 Partially Achieved:△

Fiscal 2019 targets Achievement/progress of fiscal 2019 Achievement
rate
Fiscal 2019 targets
1.Safety Reduction of fleet accidents (Ensuring safety)
  1. 1Eliminate major accidents
  2. 2Reduce fleet downtime (10 hours / year / vessel)
  3. 3Conduct emergency preparedness and response
  1. 1-1 Conducted NAV9000 audits (shipmanagement companies and ships) Audited 204 vessels / 14 companies, 873 corrective action requests
  2. 1-2 Near Miss 3000 activities (increased companies to be covered) 38 target companies and 58,915 reports
  3. 1-3Convened various safety promotion meetings and safety seminars
    Held a Global SEMC*1 meeting (May), fleet safety promotion meetings (July, two meetings), and meetings of the president, captains, and chief engineers (August, December and February 2020)
  4. 1-4Distributed safety information total of 52 documents
  5. 1-5Conducted safety campaigns visited 293 vessels / 549 participants
  6. 1-6Developed method for preventing engine plant accidents by utilizing big data
    →Grand Prize at the IT Japan Award 2019 organized by Nikkei Computer magazine (Nikkei Business Publications Inc.) in recognition of efforts to use IoT as a preventive measure against vessel operation failure.
  7. 2 Continued activities to minimize fleet downtime (overall) 19.4 hours/vessel (of this 5.4 hours/vessel for engine trouble)
  8. 3-1Conducted emergency response drills and reviews six times
  9. 3-2 Conducted media response drill and reviews conducted drill (October) and employee e-Learning (November)
  1. 1Eliminate major accidents
  2. 2Reduce fleet downtime (10 hours / year / vessel)
  3. 3Conduct emergency preparedness and response
Safety activities with vessel owners and customers
  1. 1Visit vessel owners and conduct seminars for vessel owners
  2. 2Information sharing with shipmanagement firms
  3. 3Formulate safety guidelines with customers, shipping companies, and classification societies
  1. 1Called for cooperation in blackout recovery tests for chartered vessels, held safety seminars, and shared information and exchanged opinions with vessel owners
  2. 2Conducted emergency communication training with relevant outside parties, such as terminals, shipmanagement companies, customers, etc. (four times)
  3. 3Formulated safety guidelines for areas not covered by IMO or other regulations with customers, shipping companies,classification societies, and other maritime industry entities (participated in eight committees during the year)
  1. 1Visit vessel owners and conduct seminars for vessel owners
  2. 2Information sharing with shipmanagement firms
  3. 3Formulate safety guidelines with customers, shipping companies, and classification societies
Prevention of accidents, investigation of causes, and
gathering information
  1. 1Adopt and implement an internal audit system. Evaluate whether work is conducted according to safety standards
  2. 2Continue to raise on-site capabilities through mutual safety cross-patrols conducted among terminals in Japan
  1. 1Implemented the first terminal internal audit at the NYK Yokohama Container Terminal (September)
  2. 2Conducted mutual safety patrols of terminals beginning in January 2018. Participated in alternating patrols of multiple terminals.
  1. 1Adopt and implement an internal audit system. Evaluate whether work is conducted according to safety standards
  2. 2Continue mutual safety cross-patrols of terminals in Japan,develop safety standards for other group port companies and use that as a base to establish a safety standard policy to further enhance our on-site operating capabilities.
Ensuring thorough safety management at shipyards and
ship equipment manufacturers
Ensure safety management based on safety standards at each company Japan Marine Science Inc. (formerly Nippon Yusen Engineering) makes use of its QMS for safety management by conducting regular patrols of each ship site and conducting daily correction requests. In the Kure shipyard, Japan Marine United Corporation holds safety and quality management conferences to provide feedback that can then be used for the construction of subsequent ships. Ensure safety management based on safety standards at each company
Preparation for disasters
  1. 1Update the Company's business continuity plan (BCP)
  2. 2Conduct disaster drill and BCP training to raise the effectiveness of disasterprevention plans and business continuity plans
  1. 1Revised BCP document (May)
  2. 2Conducted disaster drills (twice) and BCP training (twice)
    Conducted emergency contact training utilizing IT tools for all employees
  1. 1Update the Company's business continuity plan (BCP)
  2. 2Conduct disaster drill and BCP training to raise the effectiveness of disasterprevention plans and business continuity plans
2.Human
Resources
Workstyle reforms
  1. 1Establish an environment and cultivate a workplace atmosphere that enable diverse human resources to play an active role
  2. 2Reduce work hours, promote work-life balance, implement workstyle reform, and use IT to improve the work environment and increase efficiency and productivity
  3. 3Promote measures to improve employee health
  1. 1Conducted seminars for parents, pre- and post-maternity leave counseling, returnee counseling; introduced a mentor program; supported career development while managing workstyle and work hours
  2. 2Revised workstyles by expanding the target of work-at-home to all employees, implementing go-home-early days for parents, promoting use of the flex-time system raised employee awareness regarding increasing labor productivity
  3. 3Certified as a White 500 company for excellent health and productivity management for a four year in a row
    Arranged for trainers to provide personal advice, held a charity run around Tokyo's Imperial Palace, and ensured thorough implementation of health checks(consultation rate:99.2%)
  1. 1Establish an environment and cultivate a workplace atmosphere that enable diverse human resources to play an active role
  2. 2Reduce work hours, promote work-life balance, implement workstyle reform, and use IT to improve the work environment and increase efficiency and productivity
  3. 3Promote measures to improve employee health. Headquarters (non-consolidated) aiming for a 100% health checkup
Human resources development in Japan and overseas
Implement a variety of training and human resources exchange programs in Japan and overseas based on the HR philosophy*2 to enable group employees to fully utilize their abilities in a broad range of business areas
  • Implemented NYK Business College training for enhancing the total ability of group employees (more than 60 courses)
  • Started operation of the Expert 2017 seafarer cultivation scheme
  • Implemented Global NYK/YLK Week 2019 (October) to promote development of leaders within the NYK Group in Japan and overseas
Implement a variety of training and human resources exchange programs in Japan and overseas based on the HR philosophy*1 to enable group employees to fully utilize their abilities in a broad range of business areas
Seafarer training
  1. 1Conduct review of NYK Maritime College (NMC)
  2. 2Conduct of practical training on dangers
  3. 3Educate seafarers and transfer knowledge in LNG projects
  1. 1Conducted NMC reviews to improve vessel safety and raise the training quality. Beginning in the current fiscal year, added e-learning to the classroom instruction of the NMC training and drills to further instill NYK maritime skills to our group seafarers
  2. 2Operate a training facility next to the NYK-TDG Maritime Academy (NTMA) in the Philippines and India; approximately 5,922 participants have taken courses at the facility since it opened in 2015. (1,812 participants in FY2019)
  3. 3Steadily promoted education of Angolan and Nigerian seafarers through basic education at educational facilities and practical onboard experience to teach everything from the basics of vessel navigation to the operation of LNG vessels
  1. 1Conduct review of NYK Maritime College (NMC)
  2. 2Conduct of practical training on dangers
  3. 3Educate seafarers and transfer knowledge in LNG projects
3.Governance Human rights due diligence,
Human rights awareness
  1. 1Human rights due diligence / impact assessment
    Understand, identify, and check NYK efforts regarding human rights issues via the Global Compact Promotion Committee, in addition to HR surveys and e-learning (CSR) for all group companies
  2. 2Human rights awareness Conduct human rights training and publicity activities during Human Rights Week
  1. 1-1Verified through an HR survey measures at group companies concerning human rights issues and UN Global Compact compliance status
  2. 1-2Attended human rights education and due diligence meetings of Global Compact Network Japan collected human rightsrelated information and recognized issues for the Company
  3. 2-1Conducted human-rights-awareness building during our new employee training and new manager training, shared information during Human Rights Week on the theme of business and human rights, and eliminating harassment.
  4. 2-2Conducted LGBT training for the Human Resources Group employees in charge.
  5. 2-3Added "Sexual Orientation / Gender Identity" to the sections of the NYK Code of Conduct and CSR Guidelines for Partners and Suppliers concerning respect for human rights and prohibition of discrimination.
  6. 2-4Established an LGBT consultation service.
  7. 2-5Promoting awareness of LGBT issues not only to HR-related members but also to employees through e-learning (CSR).
  1. 1Human rights due diligence / impact assessment
    Understand, identify, and check NYK efforts regarding human rights issues via the Global Compact Promotion Committee, in addition to HR surveys and e-learning (CSR) for all group companies
  2. 2Human rights awareness Conduct human rights training and publicity activities during Human Rights Week
Comprehensive compliance inspections
  1. 1Transmit CCO messages, then institute surveys about compliance awareness(headquarters)
  2. 2Conduct overall inspections (group companies in Japan)
  1. 1Transmitted a message from the CCO stating that we place ESG at the core of our management, and compliance is indispensable as the fundamental attitude of companies and individuals. Conducted a survey on compliance awareness (1,891 respondents, 99.5% response rate), and administered an anonymous survey to identify employee opinions and concerns.
  2. 2Conducted overall inspections according to the business field and scope of each company (Yusen Chat Room available at 64 of 65 group companies in Japan)
  1. 1Transmit CCO messages, then institute surveys about compliance awareness(headquarters)
  2. 2Conduct overall inspections (group companies in Japan)
Antitrust law risk assessmen
  1. 1Conduct surveys, interviews, risk evaluations, and periodic inspections after risk assessment regarding antitrust law compliance at group companies in Japan and overseas as well as the various departments at the headquarters
  2. 2Hold meetings of the Executive Committee Overseeing Thorough Law Compliance
  1. 1 Conducted risk assessments and regular inspections at NYK headquarters departments and group companies in Japan and overseas
  2. 2Convened the Executive Committee Overseeing Thorough Law Compliance (September 2019)
  1. 1Conduct surveys, interviews, risk evaluations, and periodic inspections after risk assessment regarding antitrust law compliance at group companies in Japan and overseas as well as the various departments at the headquarters
  2. 2Hold meetings of the Executive Committee Overseeing Thorough Law Compliance
Information system security measures
  1. 1Improve measures to counter viruses and hacking, etc., with the PDCA cycle and prevent internal information leaks
  2. 2Improve the security awareness of group employees
  3. 3Roll out ISMS-based security standards to group companies
  4. 4Adopt new groupware
  1. 1Continual implementation
  2. 2Implemented e-learning and suspicious email training, and disseminate information through bulletin boards to increase awareness
  3. 3Addressed each group company individually
  4. 4Provided tech support to install security functions at group companies using groupware
    Activation of communication by releasing new functions of the system
    Maintaining standards of security and governance when work-at-home
  1. 1Improve measures to counter viruses and hacking, etc., with the PDCA cycle and prevent internal information leaks
  2. 2Improve the security awareness of group employees
  3. 3Roll out ISMS-based security standards to group companies
  4. 4Adopt new groupware
Dialogue with investors
  1. 1Actively promote communication from the president and management, such as directors, at biannual small meetings with institutional investors and financial results briefings conducted four times a year, as well as the IR Division contacting investors
  2. 2Visit people in charge of the exercise of voting rights at institutional investors to explain our governance system, etc., and engage in dialogue
  1. 1Financial results briefings conducted four times a year: Total 537 participants (excluding our directors, corporate officers, and employees)
    Small meetings with the president (twice in May and December): Total 35 companies participated
  2. 2Visited people in charge of the exercise of voting rights at institutional investors in Japan and overseas (total 20 companies and 80 participants)
  1. 1Actively promote communication from the president and management, such as directors, at biannual small meetings with institutional investors and financial results briefings conducted four times a year, as well as the IR Division contacting investors
  2. 2Visit people in charge of the exercise of voting rights at institutional investors to explain our governance system, etc., and engage in dialogue
Ensuring thorough SCM
(fuel supplier evaluations)
Employees in charge evaluate all suppliers that we deal with and reflect the results in future purchasing activities (Evaluation items include quality, delivery, price, support for trouble, the provision of information, etc.) Purchasing agreements are being made based upon multifaceted evaluations of supplier pricing, services, and performance at the time of agreement. Agreements are accompanied by compliance contracts and are updated every three or six months
We will continue to consider new evaluation methods and reflect them in systematic purchasing activities
Employees in charge evaluate all suppliers that we deal with and reflect the results in future purchasing activities (Evaluation items include quality, delivery, price, support for trouble, the provision of information, etc.)
  1. *1SEMC: Safety & Environmental Management Committee
  2. *2HR philosophy: Continually develop diverse talent at all group companies across global fields