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Hitachi High-Tech GLOBAL

The Group regards as risks any events or problems that may significantly interfere with achieving its business goals. To increase its corporate value, the Company has developed a system to detect and control the risks appropriately.

Basic Approach

The risks involving the Group's transactions, investments, M&A and other business activities are prevented and controlled through deliberations by its Board of Directors, Executive Committee and other bodies, and through the approval process based on the Rules of the Board of Directors and the Decision-Making Standards, etc.
Further, the Company has established Risk Management Rules governing operational risks and has developed a system where responsible divisions detect and control operational risks appropriately. Operational risks are risks involving regulatory compliance, including prevention of bribery, antitrust laws, and prevention of antisocial transactions, as well as risks involving labor, intellectual property, imports and exports, procurement, sales, information security, financial reporting, the environment, quality and safety etc. With regards to operational risks, the Internal Control Management Committee, chaired by the Chief Risk management Officer (CRO), oversees its subcommittees, namely, the J-SOX Committee, the Compliance Committee, the Information Security Committee and the Environmental Committee. And the subcommittees issue instructions to responsible divisions on measures to address and prevent the respective operational risks for which each committee is responsible.
The Company is also moving forward with efforts to strengthen business continuity management (BCM).

Internal Control Management Committee

The Internal Control Management Committee manages the risks facing the Group through the reports of the activities of its four subcommittees (the J-SOX Committee, the Compliance Committee, the Information Security Committee and the Environmental Committee) and the result of responses by the departments in charge. The Committee also assesses and examines operational status of internal control systems, including important decision-making processes, and reports to the Board of Directors, as well as proposes revisions of the details of resolutions related to internal control systems to the Board of Directors in response to changes in the management environment.

J-SOX Committee

To ensure the reliability of financial reports, the Group created a system of evaluations by management based on policies determined by the J-SOX Committee pursuant to standardized Hitachi Group measures to maintain compliance with the internal control and reporting systems specified in the Financial Instruments and Exchange Act and confirms the effectiveness of internal control on a consolidated basis.

Compliance Committee

The Group has established the Compliance Committee, which meets regularly to discuss, on a Company-wide basis, the status of compliance risks, plans for countermeasures to reduce the risks, and the status of implementation of such measures. The Group categorizes those risks into several types, and assigns specific divisions to envisage and evaluate the risks accordingly. Each division reports the status of assigned risks and plans for countermeasures to the Compliance Committee. If a compliance related incident occurs, the Company will hold an ad hoc meeting to determine the facts, trace the causes, take corrective measures and discuss how to prevent recurrence. In addition, the heads of business groups, branch offices, and Group companies appoint Compliance Managers for their respective organizations. The Compliance Managers manage the compliance system of their respective organizations by constructing compliance systems within their respective organizations, implementing compliance measures and reporting to the Compliance Committee.

Information Security Committee

The Group is aware that efforts to maintain information security are a high priority, and has developed regulations to facilitate such efforts, while also ensuring awareness among all of its employees. The Information Security Committee was established to promote information security management systems. It is conducting a range of activities in accordance with the Three Principles to Prevent Leaks of Confidential Information* as a united company, from management to employees.

* Three Principles to Prevent Leaks of Confidential Information

  1. As a rule, it is forbidden to take confidential information outside the Company.
  2. Approval must always be received from a confidential information manager before confidential information is taken outside the Company due to business necessity.
  3. If confidential information is taken outside the Company due to business necessity, necessary and appropriate measures must be implemented to prevent the leaking of information.

Environmental Committee

The Group established the Environmental Committee to conduct operational management and improvement throughout the environmental sector. It also aims to minimize environmental risks and risks related to chemical substances contained in products. In addition, the Environmental Strategy Subcommittee and the Global Environment Sales Subcommittee operate under the Environmental Committee, creating a system in which we can conduct and manage overall environmental activities more precisely.

Business Continuity Plan (BCP)

To ensure that work to supply its products and services continues uninterrupted in the event of a natural disaster or other risk, and in the event that work is interrupted, to resume business activity as quickly as possible, the Group is working to enhance its BCP, which focuses primarily on important products and operations which have a significant social and economic impact.
The Group has established a BCM Committee, to maintain and enhance the Group’s ability to respond to business continuity issues and strengthen collaboration within the Group, and to conduct virtual drills designed to enhance initial response, develop double-track manufacturing sites, and increase effectiveness in the event of an emergency. In the case of infectious diseases such as new strains of influenza, the Committee has published its Guidelines for Countermeasures Against New Strains of Influenza, which, based on its basic policies, outlines specific behavior standards in the event of a global pandemic.
To ensure manufacturing, sales and service are unified in an effective approach to business continuity, the Company is striving to continuously improve its BCM system, including drills, validation and other efforts, as it works to strengthen its ability to respond to risk.

  • * BCP: Business Continuity Plan

Risk Factors

Note that while the Group endeavors to avoid or reduce the impact of risks related to its business activities and other business risk by establishing a risk management structure, in some cases we may not be able to completely avoid or reduce the impact of risks, which could affect operating results, and financial position, etc. The 13 items listed below are the key risks that could affect the Group's operating results, and financial position, etc.

  1. Market trends
  2. Technological innovation
  3. Intensifying competition
  4. Soaring materials costs
  5. Risks arising from international activities and overseas expansion
  6. Disasters
  7. Pension benefit obligations
  8. Changes in exchange rates
  9. Intellectual property matters
  10. Dependence on information systems
  11. Management of confidential information
  12. Litigation and other legal procedures
  13. Faulty Pile Work