Risk management

Risk management system

We have established internal rules, such as risk management rules and disaster prevention rules, and have established a risk management system, so that if we face or predict a serious risk, we can take prompt and appropriate action and ensure sound business operation.

Risk management education

We have newly developed a curriculum for “risk management” designed for training of all job classes, where we explain how risk management is positioned and emphasized in CSR, and we include actual cases of crisis at Aichi Steel to heighten employees' risk awareness and ensure they understand what to do to prevent crisis occurrence/recurrence and what initial response to take when a crisis occurs.

As a result of the accident on January 8, 2016, we have declared January 8 to be Start Over Day at Aichi Steel to raise awareness of our commitment, confirmed by everyone at Aichi Steel, to preventing such an accident from recurring. We have also established a permanent Denshinkan Education Center to teach and pass on to the next generation the lessons learned from the accident and our other failures, and we provided special safety training to all employees. We also implement measures to improve awareness, such as the January 8 Remembrance Declaration that we ask all executives and employees to make each year.

Disaster prevention and risk mitigation measures

We established the Earthquake Preparedness Promotion Committee through which we are developing disaster prevention measures in the event of an earthquake in the Nankai Trough. From February 2020, we have been dealing with the novel coronavirus disease (COVID-19).

The main actions implemented to mitigate risk during fiscal 2020 are detailed below.

Companywide disaster drills

We plan and conduct companywide disaster drills twice a year. In fiscal 2020, we conducted the following drills in November. (The drills in May were canceled due to the spread of COVID-19.)

  1. Evacuation drills for all employees
    (assuming a large tsunami warning after an earthquake)
  2. Simulation training by members of the companywide Emergency Control Headquarters
    (assuming a large-scale earthquake and then establishing an emergency control headquarters, confirming the status of damage, and formulating a recovery plan, etc.)

Inspections of disaster preparedness of plants by chairman and president

The president has implemented a program of local disaster preparedness inspections with the aim of improving disaster preparedness in each plant. (Forging Plant)

Nighttime emergency drills

Evacuation drills have been held assuming the absence of many key executives and employees at such times as during the night. (Forging Plant Office)

Response to novel coronavirus disease (COVID-19)

To respond appropriately to this constantly changing situation, we launched an Emergency Control Headquarters as soon as COVID-19 started spreading in Japan. This cross-company organization continually collected information from inside and outside the company, reviewed internal operations, adjusted production, and worked to maintain business continuity. Having finished establishing the operational system, the organization was disbanded at the end of fiscal 2020. Going forward, we will use the knowledge gained through the Emergency Control Headquarters as we implement efforts to establish a new business style across the company.

We have also established a Support Center to support employees when they experience difficulties. It is continuing to implement the following measures and provide support to prevent the spread of the disease among employees. (These are just some examples.)

  • Changing workstyles to prevent infection (changing means of commuting, working from home, reducing business trips, etc.)
  • Issuing initial instructions and collecting information in the event of an infection occurring
  • Procuring supplies of personal protective equipment (hand sanitizer, masks, protective gowns, etc.)