Shareholder feedback is communicated to management and incorporated into management strategies

Through constructive dialogue with our shareholders, we aim to achieve Nishimatsu Construction’s sustainable growth and enhance its corporate value over the medium to long term.
At dialogue meetings, the President, the Director in charge of Investor Relations (who is also the General Manager of the Management Unit), the Deputy General Manager of the Corporate Strategy Unit, and the General Manager of the Corporate Planning Department serve as speakers and interact with shareholders. To enhance dialogue on specific topics, such as sustainability or voting rights, managers from respective departments also attend these sessions. The results of dialogue in FY2024, the main themes of dialogue, and matters that were of interest to shareholders are set out below.
Shareholders’ opinions and concerns ascertained through dialogue are fed back to the management team as necessary, and important matters are reported to the Board of Directors as required. Reports received from securities company analysts are also fed back to management as necessary.

Listening carefully to our customers’ needs, providing buildings and services that meet their expectations

We accurately grasp diversifying needs and provide buildings and services that meet our customers’ expectations.
Acting as a point of contact and carefully listening to customer needs, our sales staff leverage the comprehensive capabilities that are the Company’s strength to assist its customers in solving their various problems with a total support system that covers planning, design, construction, management, and operations.
During the construction period, we work to provide better structures and services by having both the design and construction management departments and the sales department work closely with customers and communicate in detail. We also ask customers to fill out questionnaires to provide feedback, not only at the time of completion but also after a certain period of time has passed since delivery. In addition to sharing the information promptly within the Company, the evaluation results will be effectively used as a tool for making new proposals and enhancing our after-sales service, leading to future improvements.

Building strong relationships of trust with partner companies, promoting sound business activities

For us to conduct sound business activities, we believe it is important to work in partnership with our business partners and in cooperation with the entire supply chain.
Having established the Nishimatsu Subcontractor’s Network (N-NET) in 2011, we are currently building not mere construction cooperation partnerships but strong relationships of trust for co-existence and solidarity among businesses with our 1,023 partner companies. Since 2019, we have been holding an N-NET Growth Strategy Meeting every year with the aim of solving issues on site. To date, there has been much discussion on topics such as “improving on-site productivity,” “ensuring the taking on of employees,” and “responding to the Third Comprehensive Act for the Development and Securing of Human Resources in the Construction Industry,” leading to specific initiatives such as the introduction of the “direct,” a communication tool and the expansion of our programs for high-caliber technicians.
We are also collaborating with N-NET members on CSR activities such as reforestation and river and coastal cleanups, as well as recruitment support activities such as internship programs.

Aiming to coexist with local residents through the provision of buildings and services

It being our mission to contribute to local communities and the environment through the structures and services we provide as well to build a sustainable future, we are committed to promoting the development of local communities and creating prosperous communities.
In the construction business, it is essential that everyone understands the impact that construction will have on the surrounding living environment during the construction period. Before construction begins, we hold a neighborhood briefing session to carefully explain the construction details and process to the client to gain their understanding and cooperation. During the construction period, we also work closely with neighborhood associations and other local representatives as we work to coexist with the surrounding residents.
In areas other than the construction work, we also support various events organized by local governments, accept tours by children and students, and engage in cleaning activities as part of our contribution to local communities.

Dialogue with female engineers leading to progress in discussions about the reform of systems

As part of reforming our mindsets and actions, one of the reform programs set out in Nishimatsu-Vision 2030, we have been engaging in dialogue between the president and employees since FY2023. In FY2024, a total of approximately 300 employees participated in this dialogue.
In FY2024, we initiated a dialogue between the president and our female engineers, etc. We categorized female employees by job type - Civil Engineering, Building, and administrative positions (including positions related to information and research) - and engaged in dialogues with approximately ten representatives from each job type. In our dialogue on the theme, “How can women continue to work with enthusiasm?” common topics emerged, including the vague anxieties individual employees had about the changing stages of their lives and their career plans, as well as the importance of flexible working styles. During the sessions for employees in Civil Engineering and Building, there were lively discussions about the unique challenges faced by women on-site as female engineers.
The impact of childcare leave on women’s progress in their careers, referred to as the “mommy track,” was also discussed during these dialogues, promoting discussions regarding the reform of the system, which resulted in a review of promotion requirements. We aim to mitigate the direct impact of childcare leave to help female employees maintain or improve their motivation when they return to work, ultimately enhancing their engagement.

As part of reforming our mindsets and actions, one of the reform programs set out in Nishimatsu-Vision 2030, we have been engaging in president-employee dialogue since FY2023.
Stakeholder Engagement 2023[PDF:570KB]