Governance

Corporate Governance

We maintain a system of corporate governance which is focused on ensuring efficient business operations while improving administrative transparency in order to earn the trust, as well as satisfy the expectations, of society.

Compliance

Hold a “Compliance Photo Contest”

Across the Polyplastics Group, August is Compliance Awareness Month, and it is used as a time to reaffirm the importance of compliance as well as to ensure compliance-related practices are in place and being followed.
During Compliance Awareness Month in FY2020, individual companies within the Group implemented their own, original program in addition to the Group-wide program in order to ensure that the information and approaches were tailored to local conditions and social considerations.
In Germany, TAP and PolyEU jointly ran a Compliance Photo Contest intended to raise individual awareness about compliance violations. Photos portraying the sorts of workplace compliance violations that can commonly occur were collected and a winner was selected.

Introduction of “three lines of defense” to strengthen the compliance system

At Polyplastics, we have applied the “three lines of defense” approach, which is widely used in internal control, to compliance. The three lines of defense can be roughly sorted between “Operations departments,” “Administrative departments” and “Internal auditing departments,” and each of these performs specific defense functions tailored to their role. In FY2020, these three lines of defense were introduced into three areas representing high compliance-related risk (quality-related fraud, subcontractor-related legal impropriety, harassment prevention).

Clarification of each department’s roles following introduction of the three lines of defense

First line of defense

Operations departments
Take ownership of compliance risks by performing risk control
  • Identify compliance risks
  • Take action to address identified risks

Second line of defense

Administrative departments
Perform monitoring of the first line of defense
  • Check that the PDCA cycle is being implemented properly
  • Provide training to the first line of defense as needed

Third line of defense

Internal auditing departments
Provide reasonable guarantees
  • Perform checking from an independent position

Risk Management

Promotion of Risk Management

We have established a CSR Committee which regularly conducts reviews in order to help us address the diversity of risks which surround our business activities. The committee categorizes risks as either “business strategy risks” or “operational risks” and then develops and deploys risk management activities according to relative handling priority. We will continue to watch for changes in the business environment and social landscape and will work as a group to implement activities and countermeasures which mitigate risk.

リスク管理の推進

BCP (Business Continuity Plan)

In order to enable the continuation of our business activities in the event of a crisis, such as an anticipated Nankai trough earthquake or an earthquake whose epicenter is directly below Tokyo, we have created a Business Continuity Plan (basic BCP document), as well as a variety of manuals. We make sure that employees are familiar with both the BCP and manuals so that, when a crisis does arise, business operations can continue with as little interruption as possible.

Internal Control

We have established the Internal Control Basic Policy to use as a guide for ensuring suitable business management. In addition, our group companies conduct self-check each year, and at the end of the term all divisions and group companies are asked to submit a report which confirms the effectiveness of internal control within each organization. We also regularly conduct internal audits to evaluate the effectiveness of internal control, and we are working together with our parent company, Daicel Corporation, to put in place a global audit system which will further improve the quality of our auditing.