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Risk Management

Management System

Policy and Basic Approach

Risks are becoming more complex as uncertainty in the business environment increases, such as worsening climate change, geopolitical conflicts and tensions, and global epidemics of infectious diseases. Under these circumstances, the Mitsui Chemicals Group believes that it is essential to comprehensively and integrally manage "risks," which are uncertainties and changes that could affect our management and business strategies, from a medium- to long-term and continuous perspective, while covering both threats and opportunities. Therefore, we are working to establish a new company-wide risk management system to minimize threats posed by risks and maximize opportunities.

The Group will pursue sustainable growth and increased corporate value by utilizing risk management in corporate management while continuously reviewing and improving its systems.

System and Responsible Officers

The Board of Directors is responsible for the development and supervision of the overall risk management system of the Mitsui Chemicals Group. Under the supervision of the Board of Directors, the President assumes the ultimate responsibility for the risk management of the entire Group, while the Chief Strategy Officer (CSO) is responsible for overseeing the risk management system and execution of the entire Group.
In addition, the President and CSO shall establish a “Risk Management Committee” as a specialized committee for risk management of the entire Group.
As a risk owner, each executive officer with a specific title is responsible for overseeing risk management in the business areas under their jurisdiction and responsibility, and executes risk management by utilizing the various committees (Corporate Sustainability Committee, Compliance Management Committee, Responsible Care Committee and Corporate DX Committee, etc.) and other committees under their control (Company-wide Strategy Committee, investment deliberation meetings, etc.).

First Line

The head of each division (Head Office divisions, Works, R&D sites, Branches, and Affiliates) and the head of the headquarters division in charge are responsible for the day-to-day risk management, under the responsibility of an executive officer with a specific title who is the risk owner of their own line. Specifically, they identify and assess risks based on the risk model, appropriately identify risks, and design and implement organizational controls to address those risks. They also supervise and provide guidance on risk management at affiliates under their jurisdiction.

Second Line

In order to ensure that each division manages risks, the heads of headquarters functional divisions with expertise in their areas of responsibility support the risk management of first-line-of-defense divisions, their own divisions, and affiliates from a professional standpoint, under the responsibility of executive officers with specific titles who are their own risk management owners. They also implement Group-wide risk management measures in the relevant area.

Third Line

The Internal Control Division independently audits operations in both the first and second lines and provides assurance to top management and the Board of Directors. The Internal Control Division conducts business audits and responsible care audits to maintain and strengthen the level of internal control in the Mitsui Chemicals Group and works to keep existing business risks at an acceptable level. At the same time, the Division conducts continual inspections and assessments of the design and operation of internal controls relating to financial reporting for the entire Mitsui Chemicals Group, as required under the Financial Instruments and Exchange Act, as the J-SOX assessment as a part of the statutory audit and directs its efforts to ensuring the correct and efficient execution of operations. The audit results are regularly reported directly to the Board of Directors and the Board of Corporate Auditors.

The business audit includes an internal audit process based on self-assessment of internal controls utilizing the compliance checklist. The compliance checklist includes items related to compliance with the competition law, prevention of bribery and corruption, insider trading and harassment, compliance with the securities export control regulations, appropriate handling of corporate and personal information, human rights, information systems security, risk management, credit management, fair accounting and tax administration, and organization and operation of appropriate internal controls. The checklist is revised every year. As process owners for each of the above items, the headquarters functional divisions are audited on the state of their operations. Additionally, audits are conducted based on topics selected each fiscal year from the risk status both in and outside the organization.

From among the responsible care audits (environment & safety audit, occupational health audit, quality audit, and chemical safety audit), the Internal Control Division is responsible for executing the environment & safety audit and the occupational health audit. The Internal Control Division also audits quality audit and chemical safety audit conducted by the headquarters functional divisions to determine whether they have been executed appropriately. In addition to on-site audits, we have established a remote audit system that can be conducted even when it is difficult to visit our sites because of infection control or other reasons.

Risk Management System

リスク管理体制

*M-Grip:
The abbreviation of “Mitsui Chemicals - Global Risk Management & Business Support Improvement Platform”.

Role of the Risk Management Committee

  • Deliberation of proposed basic policies, strategies, plans, measures for our Group-wide risk management and other important issues related thereto (including measures to improve risk management processes and tools and raise awareness and literacy regarding risk management among employees)
  • Deliberation of key Group-wide risks (draft) through Group-wide risk review
  • Discussion of individual key important risks (including discussions on the impact that each of the individual risks have on our Group and policies for handling such risks)
  • Report on and discussion of the status of our Group-wide risk management

Composition of the Risk Management Committee

ChairPresident
Vice ChairCSO
MembersExecutive officers with specific titles
ObserverCorporate Auditor
SecretariatCorporate Planning Division
(Collaboration among the Corporate Sustainability Division, Corporate Administration & Legal Division, Human Resources Division, Finance and Accounting Division, Production & Technology Planning Division, RC & Quality Assurance Division and headquarters functional divisions designated by the Chief Strategy Officer)

Risk Management Process

We deploy the aforementioned risk management system throughout the Group, and identify "key Group-wide risks" that require precise implementation of the PDCA cycle in the management planning system. These key Group-wide risks together with the series of processes involving confirmation and improvement of the monitoring status ("Group-wide risk review") are to be set twice a year in accordance with the following procedures:

  1. Each risk owner (executive officer with specific title) shall extract risks in the business areas under their control through the rolling strategic plans*, understand and prioritize them comprehensively and thoroughly, and report to the Risk Management Committee on risks that are deemed to be of Group-wide importance.
  2. The Risk Management Committee shall evaluate the materiality of risks reported by each risk owner by long-term, medium-term, and short-term from a bird's-eye view and comprehensive perspective, and formulate a draft report on key Group-wide risks.
  3. Key Group-wide risks (draft) are deliberated by the Management Committee and determined as key Group-wide risks  by resolution of the Board of Directors.
  4. The key Group-wide risks established shall be rolled out across the Group's business plan system, including rolling strategic plans, annual budgets, action plans, among other things, and they are practiced by each division under the responsibility of each risk owners.
  5. The Risk Management Committee shall consistently monitor the key Group-wide risks and take timely measures to, for example, respond to changes in risk as a result of environmental changes.

*Rolling strategic plans:

Review of business plans for the next three years to be conducted annually based on the long-term business plan

リスクマネジメントプロセス

M-GRIP, a platform for globally strengthening governance of affiliates and sharing best practices

With the goals of reducing the risks that have grown as globalization accelerates and of further transforming and expanding the business of the Mitsui Chemicals Group, in fiscal 2020 we began deploying the Mitsui Chemicals Global Policy Platform (M-GRIP), which is a shared indirect operations platform for the Group. M-GRIP is the mechanism that lays out Global Policies (G/Ps) comprising measures that are common to the entire Group regarding indirect operations such as human resources, accounting, and logistics. By ensuring that each company within the Group implements those measures, it allows the execution of proper business operations and ongoing improvements. It is also intended to support the activities of affiliates through the effective use of the Group’s economies of scale. In FY2023, we established a new G/P for Group Compliance Management. As a result, we have counted 18 G/Ps since rolling this out in FY2020, and are steadily moving toward establishment. By FY2025, we plan to reach a milestone by organizing and expanding the necessary G/Ps. By fostering a common awareness throughout the Group and supporting sustainability management and thorough crisis management, which helps improve corporate value, we aim to realize a corporate group that enjoys sustainable growth by working to reduce and avoid risk and improve business efficiency.

Global Policies (G/Ps) Developed to Date
Established G/P FieldYear Established
Compliance with Competition Laws
Position Management
Procurement Operations
Logistics Management
Transportation and Storage of Dangerous Goods
Idle Cash Management
Information System Security
Quality Management
Chemicals Management
FY2020
Authorization
Anti-Bribery
Information Security
Protection of Personal Information
Governance of Group Company Officers
FY2021
Environmental Preservation and Occupational Safety Management
Security Export Control Regulation
Insider Trading Management
FY2022
Group Compliance ManagementFY2023

M-GRIP Deployment Chart

The headquarters functional divisions, the regional headquarters, the affiliates, and the Affiliates Coordination Division are working together, each playing its respective role.

M-GRIP展開チャート

Response to the occurrence of risks

In the event of an emergency situation* that may have a significant impact on the Group or society and requires an organized response, each responsible division will assess the situation in accordance with the Crisis Management Regulations and related company rules. Based on the results, the officers in charge of the Corporate Administration & Legal Division and the Production & Technology Center shall submit a proposal to the President & CEO regarding the measures to be taken by the Company from a Company-wide standpoint and whether or not a headquarters for corrective action should be established. When a headquarters for corrective action is formed by a decision of the President & CEO, it will issue guidance and advice on the corrective action needed to resolve the situation.

*Examples of emergencies:

- Accidents or incidents in the Mitsui Chemicals Group that cause damage to the lives, health, property, and living conditions of people or that are likely to have an impact on the environment in the surrounding area.

- An event causing grave losses of human and tangible assets or damage to the credibility of the Group and resulting in a significant decline in business performance or in serious claims for damages.