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Risk Management

Basic philosophy

We are working to prevent risks that could have grave consequences for management and to minimize damage in adverse events. For these purposes, we identify risks in each function and make decisions on how to respond in the Compliance and Risk Management Committee and general meetings. A Compliance and Risk Management Committee headed by the company president identifies key risks, determines measures to counter them, and checks on the progress in executing these measures. In this way, these measures are made more effective.

Moreover, Risk Management and Response Guidelines have been established. These guidelines show the behaviors to adopt to prevent potential risks and to respond to problems appropriately and quickly. At the beginning of 2020, an emergency response task force led by the company president was set up to deal with the novel coronavirus. Actions taken to minimize the impact of the novel coronavirus included (1) preventing infection by promoting work from home, regulating business trips and visitors, and cancelling company internal events, (2) implementing measures for the event that an infection occurred in an employee, (3) maintaining our production network by monitoring issues, including at our suppliers, and (4) introducing profit improvement measures.

Crisis Management Project in anticipation of large-scale earthquake disasters

A crisis management system has been put in place for the event of a massive disaster, such as the predicted Nankai Trough earthquake or natural disasters due to climate change. This system is based on the principles of human life first, community support, and early recovery. Specifically, in addition to infrastructure and system measures based on a crisis management project, resilience training has been conducted more than 140 times for directors and members of antidisaster departments since FY2013. These efforts are based on the company’s belief that improving the skills of response personnel is essential. Specific procedures for the recovery of affected buildings, facilities, and processes have also been established, and for alternative production in a production recovery system.

Recovery training for design drawings and other data is also carried out so that product development can be continued even after disasters. In addition, workshops to strengthen crisis management not only in Toyoda Gosei companies but also at affiliates and suppliers are conducted regularly. Assessments using anti-earthquake measure implementation status check sheets, clarification of weak points with graphs, introduction of responses taken at Toyoda Gosei and other companies, and cooperative preparation of business continuation plans (BCP) are carried out.

■Disaster response
Disaster response
■Efforts to date
Classification Measures
  • Earthquake resistance measures for buildings and facilities
  • Establishment of a disaster prevention center to serve as an operations base for the entire company for anti-disaster department operations
  • Equipping all locations with a multi-channel access radio system (which is used in Japan for various purposes, from daily work to emergency and disaster situations) and satellite phones
  • Installment of a crisis management server (earthquake-resistant structure) and emergency power generators
  • Operation of a disaster recovery system for restoration of damaged systems and data centers (special facilities equipped with and operating computers, data communications, and other devices)
  • Introduction of site and building safety decisions
  • Earthquake bulletin and employee safety information system training
  • Maintenance of supply chain information
  • Preparation of a business continuity plan (BCP)
  • Continuation of resilience training (disaster simulations)


Strengthening of global risk response

The status of risks, not just domestic but also frequently occurring global risks (tightening supply of parts and raw materials, coronavirus-related operations stoppages and more), is identified at an early stage both in Japan and internationally (issuance of a weekly BCP), and necessary actions are taken by global TG. Standardization is also underway so that measurements can be taken by international locations on their own initiative, strengthening their risk response.

Strengthening information security measures and raising awareness

To strengthen the control of confidential information, annual checks of the compliance status of each division based on company confidentiality management regulations are conducted together with onsite audits. Self-inspections are also done at Group companies in Japan and overseas business locations. Confidentiality officers are assigned in all departments, and confidentiality education activities are conducted based on information system security operating standards and a confidential information management manual. Security control education is also conducted for new employees.

■Enhanced measures
Classification Measures
of leaks from
  • Printing restrictions with ID card authentication on multifunction machines and dedicated drawing printers
  • Data encryption of all PCs
  • Security measures when sending emails out of the Company (mandatory cc to superiors, encryption of attached files)
of malicious
  • Increased surveillance cameras
  • Installation of wire locks to prevent PC theft
  • Restrictions on writing onto external storage media
  • Confidentiality pledge
  • Stricter applications for taking items from premises
  • Restricted file server access
  • System use records and access log records monitoring
  • Strengthened hacking prevention measures (Internet)
  • Prevention of unauthorized connection of terminals brought in from outside
Educational activities
  • New employee education
  • Company-wide security control voluntary inspections using check sheets
  • On-site checks of each department
  • Training in responding to targeted attack emails