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The Benesse Group's CSR

In fiscal 2009, the Benesse Group identified five "Basic Principles of CSR" which form the basis for the Group's CSR philosophy and serve as the guiding principles for Group CSR activities. In fiscal 2010, the Group began formulating CSR Achievement Targets to promote CSR activities more systematically for the entire group.

The objective of Benesse’s CSR activities is to channel the energies and activities of company employees toward the fulfillment of the Benesse philosophy — creating a better quality of life for themselves and for others. By embracing the Group’s CSR values, each employee endeavors to fulfill the objective of “living well.”

Close up : Developing Plans to Achieve Medium- and Long-term CSR Achievement Targets

In February 2011, Benesse Holdings launched a CSR Promotion Dept., which will be responsible for developing plans to achieve the Company’s medium- and long-term CSR Achievement Targets, and thus help make the Company an even more responsible corporate citizen. By achieving these targets, the Benesse Group expects to create value and benefit society, while becoming a trusted partner that is highly regarded by all of its stakeholders.

The following is a report on the progress that the Company has made towards setting these targets, as of July 2011.

The progress towards developing CSR Achievement Targets

February 2011

CSR Promotion Dept. Launched in

In February 2011, Benesse Holdings established a CSR Promotion Dept. Together with key members of top management, the department will organize CSR Promotion Committee Meetings with members of closely related divisions and Benesse Group companies, to seek ways to promote the Group’s CSR activities.

CSR Promotion Structure

CSR Promotion Dept. membersCSR Promotion Dept. members

April 2011

CSR-related surveys and discussions heldSummary of the survey

In preparation for the Company’s first CSR Promotion Committee Meeting, the CSR Promotion Dept. held discussions with members of top management and conducted a survey dealing with CSR issues. The department was able to confirm that top management was aware of the issues, and managed to identify both the strengths and the problems with current CSR activities.

June 2011

First CSR Promotion Committee Meeting

On June 14, 2011, the first CSR Promotion Committee Meeting was held at the Company’s office in Jimbocho, Tokyo. At this meeting, attendees addressed Benesse’s medium- and long-term CSR Achievement Targets, and held a lively discussion regarding the direction company CSR activities should take. Participants agreed to resume this discussion at the second committee meeting, and resolved to set out CSR targets by the end of the fiscal year.

The first CSR Promotion Committee meetingThe first CSR Promotion Committee meeting

July 2011

Conducting a dialogue with stakeholdersViews of experts

On July 25, 2011, Benesse invited outside experts to take part in a dialogue with stakeholders, regarding the Company’s CSR. Participants exchanged views on the type of CSR activities that the Benesse Group (referred to as “Benesse” in this section) should pursue, with the aim of creating social value and responding to the expectations of society. Specifically, they identified Benesse’s core education businesses, as well as the growing senior and nursing care business, as priority areas of focus, and discussed ways to leverage these operations in order to address social issues. The views and requests made during this discussion will be incorporated into Benesse’s CSR Achievement Targets, and advice will be solicited from outside experts to determine how to proceed.

Dialogue with stakeholdersDialogue with stakeholders

Summary of Survey

Benesse Group Strengths

  • Sincerity
  • Frontline capabilities
  • Methods of motivating children
  • Developments in public service-related businesses
    (importance to society)

Concerns Identified by Top Management

  • Capacity to cultivate multitalented leaders
  • Fostering employees who are responsive and flexible, and who can contribute in areas beyond the narrow focus of their work responsibilities
  • Conveying the company’s expansion potential to employees

Response to identified issues

Issue Action plans
Supply chain management Group policy, CSR procurement, survey of suppliers and manufacturers’ approach to CSR, reorganization of group information and policy development
CSR Management Determination of CSR Achievement Targets and PDCA cycle to promote greater sensitivity to global CSR issues
Environmental measures Confirmation of the importance of group environmental policy, and creation of policies (August 2011)

Comments from Experts

Mr. Kazuhiro Fujiwara Former Principal, Wada Junior High School in Suginami-ku Tokyo, Guest Professor, Tokyo Gakugei University, Special Advisor to the Governor of Osaka PrefectureMr. Kazuhiro Fujiwara
Former Principal,
Wada Junior High School in Suginami-ku Tokyo,
Guest Professor, Tokyo Gakugei University,
Special Advisor to the Governor of
Osaka Prefecture

Teaching the Ability to Think Critically

Nearly all elementary and junior high school students in the town of Kamaishi, Iwate Prefecture, were able to safely escape the tsunami that followed the Great East Japan Earthquake. This was because for more than ten years they have been taught to think and act by themselves, rather than to wait for instructions from adults. These students had developed critical thinking skills; that is to say, they realized that sometimes unexpected things may happen in this world, and you cannot always rely on adults to tell you what to do. In many ways, this disaster is stimulating changes in the traditional Japanese ways of doing things. People are starting to realize that they need to abandon rote learning — “education for the sake of education” — and instead, instill young people with the ability to think critically. The important thing is to develop a child’s ability to respond quickly to a given situation, to think, act, implement, and act spontaneously on intutition. I think that Benesse should encourage this approach to education.

Mr. Hiroyuki Murata President, Murata Associates, Inc., Professor, Tohoku UniversityMr. Hiroyuki Murata
President, Murata Associates, Inc.,
Professor, Tohoku University

Promoting the Concept of Self-Sufficiency, on a Global Basis

In the field of nursing care, the recent earthquake provided many important lessons. The elderly people who were most likely to survive the disaster were those who lived in facilities that focused on fostering self-sufficiency, not those that treated residents like weak charges who must be cared for. As Japan’s population ages, it is important to promote the idea of improving quality of life by helping elderly people to be more self-sufficient. The issue of aging demographics is gradually becoming a global issue. As one of the leading players in the elderly care business, Benesse should learn the importance of self-sufficiency among the elderly, as demonstrated by this disaster, and promote this concept globally.

Moreover, it seems to me that the connections between Benesse’s main businesses are still weak. For example, the Group should seek new ways to unite the resources of its child care and elderly care businesses, to create inter-generational operations that enhance happiness for both children and the elderly.

Ms. Kumi Fujisawa Vice President, Think Tank SophiaBank Vice President, Japan Social Enterpreneur ForumMs. Kumi Fujisawa
Vice President, Think Tank SophiaBank
Vice President, Japan Social Enterpreneur Forum

Promoting Critical Thinking Among Employees

Though the words “living well” have a good ring to them, it is not always clear if the positive message of Benesse’s corporate ideals are fully embraced and implemented by employees. Are employees are truly using their own preferences and initiative to select and guide their work activities — I have the sense that Benesse employees are still not able to reach beyond the framework of their job responsibilities, and I think that more critical thinking and action is required to reshape business activities. Benesse has abundant experience and knowhow, but the question is how the Company can best put that knowhow to use. For example, rather than promoting an elder “care” business, it might be better to seek ways to ensure that people can remain productive and active for their entire lives. I hope Benesse will examine all of its businesses from this sort of innovative perspective.

Kenichi Fukuhara Representative Director, Executive Vice President and CFO Benesse Holdings, Inc.Kenichi Fukuhara
Representative Director, Executive Vice President and CFO Benesse Holdings, Inc.

Identifying CSR Achievement Targets through critical thinking and actions

Kenichi Fukuhara
Representative Director, Executive Vice President and CFO Benesse Holdings, Inc.

Benesse believes that critical thinking and direct action is essential to help stakeholders improve their quality of life, so the Company is gathering ideas and feedback from experts and using this knowledge to try to address social issues. The Company also wants to awaken untapped possibilities and unlock its potential to create value for society, so it is trying to cooperate across departmental or divisional lines to generate breakthroughs, methods and techniques that can help people to “live well”. By making effective use of its human and material resources, Benesse believes it can make progress towards achieving its CSR Achievement Targets.

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