Managing risk is a major challenge for every company, as risk factors can impede goal achievement within an organization. When an incident or accident occurs that impacts a company’s operations and causes the company to fall behind its objectives, the cost and the labor required to deal with it can be enormous, particularly if the company is slow to respond. In such cases, the critical factor in a successful crisis management approach is a well-focused initial response based on sound information.
At HORIBA, we adopted our Group Risk Management Regulations in August 2007 to strengthen our risk management system. We created major classifications of risks to
operations, risks to development and manufacturing, risks to sales, and risks to financial affairs. We stipulated a management system for addressing these risks and a responsibility system that will manage crisis situations whenever they occur.
The HORIBA CSR Promotion Committee undertakes the responsibility of discussing and approving the tasks required to promote risk management and risk countermeasures. We maintain a system for implementing precise, responsible actions whenever we face a challenge. Moreover, we provide periodic awareness campaigns and training programs so that all employees of the HORIBA Group— from top management to the responsible personnel—remain fully aware of their specific responsibilities.
Many business operations are affected by laws, and it is important that each employee develop an awareness of the law in order to prevent legal problems from arising. We must discipline ourselves through our own initiative by acquiring adequate legal knowledge of the rules of market competition, and applying this knowledge wisely and strategically.
We have continuously provided legal training programs to assist employees acquire an awareness of the law and the necessary legal knowledge required for their level of business operations.
Previously, we had offered several training courses to cultivate legal awareness and provide the general legal knowledge required by the employees of our domestic Group companies for day-to-day operations. The regular program comprised introductory courses, which were held continuously, as well as courses on specific themes. In addition to these courses we have also offered temporary courses that were given on request from various divisions and regions, and courses for specific companies that were held by the Group companies.
Starting in 2014, we have additionally provided temporary courses for specific divisions to enrich training as such divisions require.
In line with the Export Control Compliance Program (CP) accepted by the Ministry of Economy, Trade, and Industry, the HORIBA Group in Japan conforms to international security export controls, which have been tightened, to prevent its products and techniques from being used by countries and terrorists that pose threats to the safety of the international community.
More specifically, the group checks whether or not the Export Control List applies to item and techniques that the group exports directly or indirectly; it also checks and examines its customers and their purposes.
Also, to strengthen internal security export controls, the group holds regular meetings of the Export Control Committee, improves corporate educational programs, and conducts regular internal audits to maintain and manage the control system.
As an Authorized Economic Operator (AEO) Exporter defined in the AEO program and also as the headquarters of the HORIBA Group, HORIBA, Ltd. engages in a wide variety of activities to improve the security export control systems of group companies inside and outside Japan.
In order to minimize the impact in emergency on the Group's business and to fulfill our social responsibilities, the HORIBA Group has formulated the following basic business continuity plan.
The HORIBA Group, even upon the occurrence of large-scale disasters or other emergencies, shall strive to minimize the impact on its customers, vendors and other concerned parties, carry on its business activities to the greatest degree possible and resume operations at an early point in time, in order to work through its products and services to supply people with health, reassurance and safety.
Upon the occurrence of large-scale disasters, responses shall be mounted with the foremost priority of maintaining safety for the lives of employees and their families and all other persons concerned with the business activities of the HORIBA Group.
Large-scale disasters, etc. shall refer to earthquakes, wind and flood damage and other natural disasters, terrorism, war and other social disruptions, suspension of electrical power, communications, information systems and other social infrastructure, epidemics of new strains of influenza and other infectious diseases and other corresponding situations, with this Plan to be utilized upon suspension of the business activities of the HORIBA Group or the Group’s customers, vendors and other concerned parties, or the occurrence of equivalent situations.
Upon the occurrence of large-scale disasters, etc., a HORIBA Group Risk Task Force, headed by the General Manager of the HORIBA, Ltd. General Administration Division, shall be formed immediately, with necessary personnel summoned from all HORIBA Group companies, confirmation made of the safety of employees and their families, information gathered on the status of customers, vendors and other concerned parties, infrastructure conditions and other details, decisions made on continuing business activities, studies devoted to countermeasures, announcements issued both internally and externally and other pertinent steps taken.
Upon suspension of the HORIBA Group’s business activities, steps shall be taken to restore and continue operations with the priority on those related to human life and social infrastructure. In this regard, the same types of standards shall also be maintained in cooperating in restoration efforts upon the suspension of the business activities of the HORIBA Group’s customers, vendors and other concerned parties.
With regard to specific business continuity countermeasures, the experiences and lessons of large-scale disasters occurring in the past (the Great Hanshin and Awaji Earthquake, Great East Japan Earthquake, etc.) shall be effectively applied, with each separate division compiling documents detailing its own roles, countermeasures and other steps to be adopted.