Crisis management response to COVID-19

「The company has established business continuity plans (BCPs) and crisis management rules for these risks, and is developing an effective disaster-prevention framework capable of rapid recovery by conducting regular drills and reviewing its plans.」

「For employees working at headquarters and sales offices, the company recommended telework using its existing internal digital transformation initiatives and work styles that are not tied to a particular location. For commuting and other travel to the office, it implemented staggered commuting at each employee's discretion and pursued thorough infection-control measures. In addition, as part of health management for all employees, the company has focused on health management across the organization, not only in the working environment, through measures including a daily reporting system using an internally developed temperature-recording app.」

「The company further intensified the structural reforms announced at the beginning of the fiscal year, reduced expenses by converting sales offices to home offices and sought to improve profitability. It also pursued precise production adjustments through information sharing with customers, reviewed its capital investment plans and improved operational efficiency by establishing telework environments at headquarters and group companies in Japan and overseas.」

「To sustain this recovery trend, we further deepened the structural reforms announced at the beginning of the fiscal year, reduced expenses and pursued profitability improvement through the conversion of sales offices into home offices and other measures, and sought to improve operational efficiency through precise production adjustments based on information sharing with customers, a review of the capital investment plan, and the development of telework environments at headquarters and domestic and overseas group companies. We will continue to achieve productivity improvements, including in indirect departments.」

「To respond to this environment, the company further intensified the structural reforms announced at the beginning of the fiscal year, reduced expenses by converting sales offices to home offices and sought to improve profitability. It also adjusted production through temporary leave, reviewed its capital investment plans and improved operational efficiency by establishing telework environments at headquarters and group factories in Japan and overseas.」

「From the early stages of the outbreak of COVID-19, the company established the “Crisis Management Task Force COVID-19,” headed by the president. Under the overall supervision of the task force leader, it collected information from group companies in Japan and overseas and centralized the management of information on policy trends at the national and local government levels.」