To realize its Group philosophy, the UACJ Group strives ensure strong corporate governance functions and sound, transparent management.
Continuously working to ensure strong corporate governance will result in ongoing growth in corporate value and benefit shareholders, customers, suppliers, employees, local communities, and other stakeholders.
Fiscal 2019 Key Objectives and Results
|Fiscal 2019 Objectives||Fiscal 2019 Results||Assessment||Fiscal 2020 Objectives|
|Strengthen Corporate Governance||Continue compliance with Japan's Corporate Governance Code||We engaged in continuous governance strengthening by examining UACJ’s governance systems in light of Japan’s revised Corporate Governance Code. Going forward, we will deepen discussions with relevant parties through opportunities such as the Board of Directors effectiveness evaluation and will advance system revisions and improvements, and strengthen overall corporate governance functions.||〇||We have engaged in continuous governance strengthening by examining UACJ’s governance systems in light of Japan’s revised Corporate Governance Code. Going forward, we will deepen discussions with relevant parties through opportunities such as the Board of Directors effectiveness evaluation. We will advance system revisions and improvements to achieve governance that reflects even better the essence of the revised Corporate Governance Code, and will strengthen overall corporate governance functions.|
|Highlight Compliance||Enhance code of conduct training
publish Thai-language training materials
|Conducted training at 52 companies inside and outside Japan
Published Thai-language training materials
|〇||Use the revised UACJ Group Philosophy and formulation of the UACJ Way as an opportunity to revise the Group Code of Conduct in ways that make it easier to adhere to|
|Promotion of proper adherence to rules for reporting compliance problems||Used CSR Committee meetings, Group liaison meetings, and other occasions to promote understanding and proper adherence to reporting rules||〇||Plan and implement measures for promoting understanding and adherence in overseas Group companies|
|Establish and implement Group whistleblower rules and establish a common whistleblower contact point for domestic and overseas Group company executives and employees||Established Group whistleblower rules and established a common whistleblower contact point for the Group
Made the anonymous reporting board into a cloud-based system to expand the scope of users and enhance convenience
|〇||Focus on promoting broad awareness of the whistleblower system and properly operate the system|
|· Initiate application of the Group’s common basic policies, common rules, and guidelines at overseas Group companies
· Based on compliance research results for domestic Group companies, promote education on compliance with Japan’s Subcontract Act
|To strengthen the UACJ Group’s compliance with competition laws and with its bribery prevention systems, the UACJ Group Basic Policies and Rules were formulated and a consultation contact point was established.
Annual seminars on Japan’s Antimonopoly Law and overseas competition rules were conducted for department managers and newly appointed management employees.
|△||Conduct Subcontract Law training and enhance the compliance system|
|Confirm legal and regulatory compliance
Conduct studies on the laws and regulations of other countries
|Confirmed conditions with regard to the processing of personal information
Conducted research on the personal information protection regulations of other countries
|△||Make changes to comply with the revised Personal Information Protection Law
Confirm conditions with regard to the processing of personal data
Continue researching the personal information protection regulations of other countries
|Promote Risk Management||Reconstruct the Group risk management system||Strengthened the advancement of Group risk management by establishing a dedicated risk management unit||〇||1. Enhance risk literacy at UACJ and the main Group companies
2. Continue implementing measures to manage high-priority risks
3. Revise the Group BCM structure and BCP, and implement them at the main domestic Group companies
|Conduct a risk assessment covering all of the Group’s businesses||Conducted an assessment of all businesses||〇|
|Implement PDCA-based management of high-priority risks||Identified high-priority risks (Fire/explosion risk, information security risk, strategic risk) for the Group and advanced management measures by designating executive officers as risk owners||〇|
|Move forward with BCM||Moved forward with BCP at sites making flat-rolled products||〇|
Looking toward the Future
UACJ has continuously strengthened its governance by carefully considering how to apply the Corporate Governance Code and its revisions to our own governance systems. Going forward, we will engage in discussions with relevant parties as we undertake Board of Directors effectiveness evaluations and other governance-strengthening measures, proceed with system revisions and improvements, and strive to further strengthen our overall governance functions.