BCP (Business Continuity Plan)

In the activities of the Company’s Risk Management Committee, “interruption of business activities and interruption of raw material supply due to natural disasters, bankruptcies, large-scale accidents, etc.” were positioned as significant risks in FY2015, and responses were started. In the following year, 2016, the Company introduced a “Business Continuity Plan (BCP).” Because the suspension of business activities may cause damage not only to the Mitsuboshi Belting Group but also to society as a whole, which is linked through the value chain, the Company recognizes that achieving swift recovery through the use of BCP is a corporate responsibility.
Until now, in the Group, Contingency Plans have been formulated and implemented for each site as plans for responding to emergencies under quality management systems and environmental management systems. However, in order to clarify the importance of business and place emphasis on business continuity and early recovery after an emergency occurs, the Group is working to transition to BCP with the aim of securing business continuity from a broader perspective and establishing a strong corporate structure that does not waver in the face of change.
To clarify a unified approach across the entire Group, the Group formulated and operates the “BCP Formulation and Implementation Procedures,” and unified the BCP policy, objectives, and formulation and operation processes. This has established a structure for systematically managing BCP in accordance with these procedures. Furthermore, by continuously improving the BCP management structure and rotating the PDCA cycle, the Group aims for “all-hazard” type sustainable corporate activities that can respond flexibly even to unforeseen circumstances.

Management System

The Group’s BCP initiatives are implemented as part of response measures for significant risks taken up by the Risk Management Committee. In operating BCP, under a structure centered on the Safety and Environment Management Department, the Group maintains and manages policies and operational rules based on the “BCP Formulation and Implementation Procedures.” Regarding the activity status of BCP formulated and operated at each business site, the Group shares information and provides advice and support as necessary. In addition, for the purpose of enhancing the content and improving effectiveness, the Group has established a mechanism under which review members centered on management confirm and approve the content. In addition, twice a year, reviews of BCP activity status at each business site are reported to and deliberated by the Risk Management Committee. These results are reported to the President and the Board of Directors, and a structure has been built to achieve continuous improvement of BCP and appropriate governance across the entire Group.

Implementation Status

In 2021, the Group newly established the “BCP Formulation and Implementation Procedures,” clarified the process for business impact analysis (BIA), and deployed the shift throughout the Group from conventional hazard-specific BCP to all-hazards BCP focused on the consequences of disruption rather than its cause. BIA is a method for identifying all operations and determining the operations that are most important for business continuity, and is an important process that greatly affects the effectiveness of BCP. All-hazard type BCP is a plan intended to recover from a state in which the critical resources required for business continuity have become unavailable, without limiting the scope to specific types of accidents or disasters.
For 20 domestic and overseas sites, formulation of all-hazard type BCP was completed by the end of FY2024. In FY2025, education and training to evaluate its effectiveness and reviews of BCP were conducted. In addition, four new sites were added, and formulation and operation of BCP were started. In FY2026, the Group will conduct reviews in order to further enhance the formulated BCP.