Sekisui Chemical Group is advancing development of a risk management system to manage risk prevention and emergency responses uniformly.
At the same time, since risks comprise events that could occur in the future it is impossible to ascertain the facts of such occurrences accurately in advance, especially amid today's increasingly complex business activities.
For this reason, Sekisui Chemical Group continues to run through the plan-do-check-action (PDCA) cycle of risk management, considering increasing all employees' sensitivity to risks to be essential to preparing for appropriate risk prevention and emergency responses.

After preparing its Global Crisis Management Guidelines in fiscal 2009, Sekisui Chemical Group in fiscal 2010 advanced preparation of individual crisis management manuals at overseas affiliate companies, with more than 90% of such companies having prepared these manuals.
In the future, efforts will continue through enhancement of the content of the crisis management manuals and making environmental improvements toward developing appropriate risk management systems, together with aiming to complete individual crisis management manuals at all affiliates including new members of the Group by the end of fiscal 2011.

In fiscal 2010, Sekisui Chemical Group implemented risk assessments for business sections in division companies and for some operating companies. Countermeasures were employed for each risk, and the results were summarized in reports. Then, these were reviewed to identify problem points.
Future plans call for expansion of related activity organizations groupwide, together with strengthening the plan-docheck- action (PDCA) cycle framework while rectifying the problem points identified through this assessment.

Crisis Management to the Great East Japan Earthquake

Immediately following the Great East Japan Earthquake on March 11, 2011, Sekisui Chemical set up an emergency response headquarters led by the President as its chief and began checking on employee safety and ascertaining the state of damage.
In addition, based on the concept of delivering necessary goods as much as needed, we implemented swift and continuous shipment of relief supplies focused on those needed for daily living, to emergency response centers in affected areas.