In the identifying process, we integrated and aggregated 341 issues to be considered that encompassed a variety of global and other perspectives and assessed the opportunities and risks for society and the Company. The evaluation results were organized along two axes, "importance to and impact on society" and "importance to and impact on the Company," and narrowed down to 13 issues. Making use of management interviews, employee awareness surveys, and questionnaires sent to partner companies, we also made the process more easily understandable for our stakeholders by assessing the levels of importance.

To realize Nishimatsu-Vision 2030, we have taken steps to evolve our existing sense of materiality into a materiality that is based on our corporate philosophy and long-term vision. In doing so, we have identified six key issues to be addressed.

We formulated the Sustainability Slogan (Basic Policy) and the KPI tree with Sustainability Slogan and KGI at the top in order to instill materiality through the Company and so every employee could gain a sense of the bond between materiality and their daily operations.This bond between materiality and the operations of each employee and the resolution of social issues through business activities will help realize a society in tune with our Sustainability Slogan, "Create together, shine together." With this in mind, we have identified "Nishimatsu Construction aims to provide safety, vibrancy, and bonds across a total of 60,000 regions and communities* by 2050 to realize a society where everyone can create together and shine together" as a key goal indicator (KGI) and representation of achievement.

* By having our five businesses?Civil Engineering, Building, International, Asset Value-Added, and Regional Environmental Solutions?working together, we aim to expand the regions and communities that provide safety, vibrancy, and bonds (by 1.5 times the FY2024 level by 2050). The target value is the cumulative total up to and including 2050.
To achieve this goal over a long period of time, we are confirming and managing the status of achievement by collating the number of building locations and services that we handle as well as the number of nearby municipalities using proprietary standards while staying close to local communities. In the years ahead, we will incorporate into the KGI not only the number of regions and communities, but also evaluations from relevant people involved in the regions, communities, and businesses.