Governance
We regard the continuous strengthening of corporate governance as an important management issue and are working to build an effective system.
Corporate Governance
Governance Promotion System
TOREI has established three "values" that it holds dear as its business philosophy, and believes that by conducting fair and just corporate activities, it will continuously improve its corporate value and contribute to building a richer life and a sustainable society, thereby meeting the expectations of all stakeholders. To achieve this, we have made it an important basic management policy to continually strengthen corporate governance as the foundation for ensuring soundness, transparency, and efficiency in management.
Compliance Promotion System
We believe that compliance is one of the most important issues for company management and is the foundation of all corporate activities. In order to continue to be a company that is trusted by society, we have established a system to ensure compliance, in addition to complying with laws and regulations. When a compliance violation occurs within the company, we share the matter with employees as necessary, disclose the response to the case, and work to prevent recurrence.
Additionally, in February 2022, we published the "TOREI Group Code of Conduct" and distributed it to all TOREI Group employees. This clearly states the values that the TOREI Group holds dear and the behavior expected of employees.
Reporting and consultation desk
We have set up an internal reporting system where employees can report and seek advice on compliance-related matters (violations of laws and regulations or the Code of Conduct, etc.), and have made this system known to all employees. In addition to contacting the internal compliance department, we also have a route for reporting directly to an outside lawyer. In 2021, we launched the "Workplace Hot Telephone" service. This system is operated by a third-party organization so that reports are not made to the company without the permission of the person seeking advice, and is easy for employees to use.
Internal Control Initiatives
Basic Policy for Building an Internal Control System
TOREI, as a whole Toyo Reizo Group, including its subsidiaries, has resolved on a basic policy at its Board of Directors meeting to comply with laws and regulations and its Articles of Incorporation and to improve corporate value through appropriate and efficient business execution. The company monitors the implementation status of this basic policy and strives to continuously improve and strengthen it.
- 1. System to ensure that the execution of duties by directors complies with laws and regulations and the Articles of Incorporation
- 2. System for storing and managing information related to the execution of duties by directors
- 3. Risk management regulations and other systems
- 4. Systems to ensure that directors execute their duties efficiently
- 5. System to ensure the appropriateness of business operations within the Toyo Reizo Group
- 6. Matters concerning employees assisting the Audit & Supervisory Board Members and matters concerning the independence of such employees from the Directors
- 7. System for reporting to the Audit & Supervisory Board Members
- 8. Other systems to ensure that audits by the Audit & Supervisory Board Members are carried out effectively
Crisis management/business continuity management
BCP
We have formulated a Business Continuity Plan (BCP) for situations that are expected to have a significant impact on our business activities.
the purpose
- ▶ By working to prepare for disasters in advance, we aim to quickly restore business activities and reduce the negative impact on society and the economy.
- ▶ Continuing business and protecting employee employment, with safety and human life as the top priority.
- ▶ Fulfilling our social responsibility as a supplier of daily necessities
effort
- 1. Internal regulations regarding crisis management
The above regulations were established in 2020. We are considering various crises, such as "natural disasters," "international and political issues," and "compliance violations and scandals," and are considering ways to respond smoothly to unexpected situations by establishing basic policies for emergencies, crisis management priorities, a crisis management implementation system (crisis response headquarters), and the establishment of an alternative crisis response headquarters in the event that the head office becomes dysfunctional. - 2. Reviewing BCP
Based on the formulated BCP, training participants confirm the "division of roles," "whether they can act independently," and "what is lacking or excessive in the current BCP," and these results are used to review the BCP. - 3. Disaster preparedness supplies
Learning from the lessons learned from the Great East Japan Earthquake that occurred on March 11, 2011, we have stockpiled disaster preparedness supplies at all our business locations. Food and drinking water are basically kept on a three-day supply, with each business site selecting what is needed and storing and managing it in designated evacuation shelters within the business site. We inform employees of the storage locations of disaster preparedness supplies through evacuation drills and other means so that they can be used in the event of an emergency.