Shibaura Mechatronics Group promotes thoroughgoing corporate governance, risk management and comprehensive compliance, in order to deserve the trust and reliance of all stakeholders.
The company has established management and auditing systems based on its directors and auditors.
In respect of internal controls, oversight of the management and audit structure is the responsibility of the Management Audit Division, which reports directly to the President and CEO, and which carries out performance audits that center on the appropriateness and efficiency of management.
In addition to this, auditors also undertake legal audits, and chartered public accountants also carry out financial audits, assuring a comprehensive audit function.
In response to the Financial Instruments and Exchange Act (the Japanese version of Sarbanes-Oxley), we structured internal controls for financial reports during 2007, mainly through the Internal Control Promotion Division established in September 2006, and in FY2008 we evaluated the state of affairs in respect of maintenance and operation.
We established the CSR Committee in April 2005, centralizing various CSR-related activities that were previously the responsibility of a number of unrelated organizations, and it promotes CSR in a unified manner.?The CSR Committee is responsible for making and promoting decisions on CSR policies for Shibaura Group. It also directs the activities of the Global Environment Committee, the Social & ES* Activities Committee and the Risk Compliance Committee.
* ES: Employee satisfaction
In order to observe legal requirements, social norms and ethics, and to assure that we operate as a socially responsible group, we have established the “Shibaura Mechatronics Group Code of Conduct” and observe this in our continuing business activities. In 2009 we carried out compliance training for all employees on the Anti-trust Law and Private Information Protection Law. Furthermore, we carried out life saving drills using AEDs, so that employees can use them in the event of a large earthquake, and made sure that employees were aware of the contents of the compliance and risk manual.
In addition to these measures we also established a “risk discussion hotline,” which is intended to identify risk situations at an early stage, so that we can act before they escalate into large problems.
*1: CRO: Chief Risk-Compliance Management Officer
*2: Risk Owner: The head of a department facing a risk issue
