ESG Initiatives

Environmental initiatives
Combating global warming
We have positioned the reduction of CO2

environmental performance of service

reducing greenhouse gas emissions attribut-

emissions as a key performance indicator (KPI)

vehicles, we are working to replace all four-

able to our security services business by 35.0%

since 2008. In the fiscal year ended March 31,

wheeled vehicles with fuel-efficient alterna-from the level in the year ended March 31,

2019, initiatives implemented in relation totives by the year ending March 31, 2021. We are2014, by the year ending March 31, 2031.

SECOM service vehicles and offices with thealso promoting environment-friendly and safe

goal of preventing global warming reduced

driving through education and efforts toin global average temperature, we will

emissions of greenhouse gases by 3,564.0

advance awareness.

endeavor to achieve an 80.0% reduction

In line with the Paris Agreement and themetric tons. Total emissions of greenhousegases in the period under review amounted

Japanese government’s plan for reducing

to 169,892.0 metric tons. To improve thegreenhouse gases, we have set a target forGreenhouse Emissions: Actual Results and Medium-Term Target
JActual results JTarget (35.0% reduction from the levelof our greenhouse gas emissions by 2050.

Greenhouse Gas Emissions
per Unit of Sales by the SECOM Groupin the fiscal year ended March 31, 2014)(Metric tons of CO2)

100,000

Seeking to do our part to curb increases

Base year

7.4% decrease(Average annual
decrease: 1.5%)

90,000(Metric tons of CO2 /million yen)

0.4

80,000Target for the year ending
March 31, 2031:

70,00035.0% reduction(Average annual
decrease: 2.5%)

60,0000.192 0.179

0.2

0.204

0.1

50,00040,000

0.3

0.346
0.350

80,871

78,907

79,29581,50876,751

74,912

52,566

2014

2015

2016

2017

2018

2019

2031

0

2015

2016

2017

2018

2019

(Years ended March 31)(Years ended/ending March 31)* Greenhouse gas emissions for each fiscal year are calculated in terms of metric tons of CO2 equivalent.
** Scope of reporting: SECOM CO., LTD. and 27 principal subsidiaries in the security services business.

Creating a zero resource-waste, low-carbon business model
Our integrated framework for providing

and eliminating hazardous substances. To

on-line security systems, whereby we takethis end, we have distributed the SECOM

responsibility for the entire life cycle ofGreen Design Guidelines to our 122 suppliers

equipment, from R&D and production

and are promoting their use across our entire

through to installation, operation, collection

supply chain.

and disposal, has enabled us to create a zero

From the perspectives of environmental

resource-waste, low-carbon business model,preservation and effective resource use, wethat is, a business model that enhances

repair and reuse security equipment collected

recycling rates and energy efficiency.

from subscribers, or carefully dismantle such

To advance environment-friendly equip-

equipment and separate constituent materi-ment design, that is, design that minimizes

als. In the period under review, these efforts

impact on the environment, including by

yielded 1,499.0 metric tons of resources with

reducing consumption of electricity and size,

marketable value.

facilitating reuse, encouraging long-time use

46

SECOM Annual Report 2019

Breakdown of CO2 Emissions
by the SECOM Groupin the Year Ended March 31, 2019
Other 2.4%

Burningof fuel by
vehicles29.0%

Use ofelectricity
68.6%

Social initiatives
Disaster mitigation and support for affected areas
We provide long-term on-site support for

called the “Heavy rain of July, Heisei 30”), for

We also cooperate enthusiastically inrecovery and reconstruction in areas struck by

example, we capitalized on our distinctive

volunteer fire brigade activities, the corner-

geographically extensive disasters. As well, we

technological prowess and know-how tostone of community fire prevention efforts.

seek to assist with everyday efforts to enhanceprovide extensive support for local residents.

Our efforts include encouraging employees

disaster preparedness.

Pasco used satellite images and aerial photog-

who want to register as volunteer firefighters.

In areas damaged by torrential rains insouthwestern Japan in July 2018 (officiallyraphy, among others, to capture images toswiftly gauge the extent of damage.

In the community
We recognize that we have an obligation toheadquarters is located. Under the agree-

raise awareness of the importance of being

contribute to the communities we serve

ment, we work with ward authorities toprepared for disasters.

in multiple ways, including by creatingpromote a variety of efforts aimed at enhanc-

employment opportunities and supportinging Shibuya’s appeal to people who live, work

Agreement with Toshima Ward

community development. Accordingly, we

and play there. These include advancing

In June 2018, we concluded the Agreement oncollaborate with various partners, including

urban development that emphasizes a highSafe and Secure Community-Driven Urban

national and local governments, companies

level of disaster preparedness, supporting

Development with Toshima Ward, another ofand nongovernmental organizations (NGOs).

efforts to promote better health for a super-Tokyo’s 23 wards. Under this agreement, weaged society and furthering awareness ofprovide support for crime-prevention efforts

Agreement with Shibuya Ward

diversity-related issues. For example, forand disaster-preparedness training, as well as

In August 2016, we concluded the Shibuya

three consecutive years we have sponsoredpromote first aid at various events.

Social Action Partner Agreement withand had a booth at SHIBUYA BOSAI FES, aTokyo’s Shibuya Ward, where our corporate

comprehensive annual disaster drill held to

Employee training and education
In line with our belief that the power of ancomponent to promotion examinations,the protection of confidential information,organization is the sum of its parts, we devote

the content of which ranges from corporate

prevention of insider trading and eliminationconsiderable resources to fostering humanprinciples and the SECOM Group Code ofof all types of harassment by not simply man-

resource. We have developed training and

Employee Conduct to social norms, CSR,

dating study but also conducting exams to

educational programs tailored to different

business policies and product knowledge.

ascertain comprehension, thereby reinforcing

growth stages and job classifications. In

We have also developed an e-learningawareness.

addition, we have added an e-learning

program for all employees that addresses

Supporting work–life balance
We view work–life balance, including suf-

Accordingly, we have introduced systems that“refresh” vacation every 10 years. In addition,

ficient physical and mental rest and a fulfill-allow employees to take a “flex” vacation of

we actively encourage employees to takeing private life as essential to the ability to

up to 10 consecutive days annually—in theory

annual paid vacation days.

approach one’s work with energy and focus.

at any time of the year—and a two-week

SECOM Annual Report 201947

ESG Initiatives

Employees Taking Childcare Leave

demand of career and home, we have created

Percentage of Annual Paid Vacation Days
Taken by Employees

childcare and nursing care leave programs(%)(Number ofpeople)and continue to promote measures to encour-

60

200

To assist employees in balancing theage their use. In addition, we have also created

53.3

the SECOM Life support program, whereby
we endeavor to provide long-term support

50

JMale employees (right scale)

120

16
138

137

126

12

10

for career advancement by considering locations and work styles that accommodate each

20

160

50.0

47.8

(Number ofpeople)JTotal (left scale)

9

80

8

40

employees specific circumstances.

4

40
30

2017

0

2019

2018

2017

4

2018

0

2019

(Years ended March 31)(Years ended March 31)* Scope: SECOM CO., LTD.
Owing to a change in the method of calculation used,figures for previous fiscal years have been adjusted.

* Scope: SECOM CO., LTD.
Owing to a change in the method of aggregation used,figures for previous fiscal years have been adjusted.

Advancing diversity and inclusion
Understanding the importance of welcoming
a broad spectrum of individuals with wideranging values, without regard for considerations such as gender, nationality or age, andOverall

Non-security areas

(%)

(%)

15

2.5

of leveraging the capabilities of such individuals to create new value, we actively promote

Percentage of Labor Force Accounted forby Individuals with Disabilities

Female Employees
in Management Positions

9.6

9.9

10.7

11.0

11.5

10

diversity in our labor force. In October 2017,
we established the Declaration of Promoting
Diversity and Inclusions, which enshrines our

2.29

2.0
5

7.0

7.2

2015

2016

7.8

8.1

8.1

2017

2018

2019

1.99

2.09

2.02
1.96

commitment to respecting all employees andenabling each individual to maximize his or
her capabilities by creating positive work environments, as well as to advancing the careers0

2015/6 2016/6 2017/6 2018/6 2019/6(As of June 1 of each year)(Years ended March 31)* Scope of reporting: SECOM CO., LTD.

of female employees, providing job and other* Scope of reporting: SECOM CO., LTD., Secom Trust
Systems Co., Ltd. and Secom Business Plus Co., Ltd.

opportunities for individuals with disabilities

employees to participate in J-Win programs,

and encouraging the effective deployment of

which are aimed at cultivating skills andthe parent company is 60, employees can beolder employees.

helping female employees build networks.

rehired up to the age of 65. We have also

While the mandatory retirement age at

Prior to this, in line with our belief in the

To create opportunities for individuals with

developed systems that enable employees

importance of changing the mindsets of bothdisabilities to find employment and participate

over 50 to shorten their working hours andmale and female employees, on March 1, 2016,

more fully in society, we have created special

facilitate the rehiring of employees over 65

we announced the Action Plan on Women’s

subsidiary* Secom Business Plus Co., Ltd., and

who want to continue working, as well as

Active Participation, which outlines a variety ofare stepping up recruiting efforts. We also takethe Second Stage Promotion System, which

initiatives aimed at creating positive working

steps to ensure working environments thatallows employees themselves to determine

environments conducive to job satisfaction foraccommodate specific needs, including

the timing of their retirement between thefemale employees. With the aim of actively

arranging for sign language interpreters andages of 50 and 60.

fostering female leaders, we are a member ofproviding assistive devices and software.

the Japan Women’s Innovative Network(J-Win), an NPO. We dispatch two female

48

1.5

SECOM Annual Report 2019

*A special subsidiary is a company established with theobjective of promoting the employment of individuals
with disabilities.

Corporate governance
Basic philosophy
In line with Japan’s Corporate GovernanceWith the aim of earning the support of ouractively to disclose information to sharehold-customers, shareholders, clients, employees,

Code and at the direction of top manage-ers and other stakeholders and strengthen

local communities and other stakeholders as ament, outside members of the Board of

our compliance framework.

company with value that is worthy of trust, weDirectors and Audit & Supervisory Board

strive to maximize corporate value over theprovide independent oversight of themedium to long term and recognize themanagement team’s performance in a man-importance of fulfilling our responsibilities as

ner that takes into account the interest ofa corporate citizen and achieving sustainable

stakeholders and ensures the appropriate

growth and development.

execution of business activities. We also work

Initiatives to strengthen corporate governance
Area

Establishment ofcorporate governancesystem
Separation of management and execution
Number of directors
designated in the Articles
of Incorporation
Term of service of
directors

1986

2000

2005

2010

2015

2019

Q 1986: Creates SECOM’s Philosophy
Q 2006: Formulates basic rules of management for SECOM Group companies
Q 2010: Establishes the SECOM Group Management Committee

Q 2004: Institutes an executive officer system

Up to 2004: Maximum of 40
Q From 2005: Maximum of 20

Up to 2003: 2 years
Q From 2004: 1 year
Q 2000–2001: 28–29

Number of directors

Q 2002–2003: 22–23
Q From 2004: 10–13

Up to 2010: 4
Number of auditors

Q From 2011: 5
Q 2013–2015: 2

Number ofoutside directors
Number ofoutside auditors

Q From 2016: 3

Up to 2002: 2
Q From 2003: 3
Q 2016:

Remuneration for/appointment of
directors

Establishes Nomination andCompensation Committee
Q 2017:Adopts performance-linked
remuneration system

SECOM Annual Report 201949

ESG Initiatives

Outline of corporate governance system
We are a company with an Audit &the Audit & Supervisory Board, which includes

Supervisory Board. The Board of Directors,

three outside members, and the Board ofCommittee has been established as internal

which includes three outside members,

Directors coordinate with the internal audit

committee of the Board of Directors. This com-makes decisions pertaining to businessdepartments to audit and supervise directors’

mittee, which is responsible for presenting can-execution and other corporate matters.

and executive officers’ discharge of theirdidates for the position of director to the Board

Executive officers, led by the President andduties. We believe that this enables us to con-of Directors and for ensuring the appropriate-

Representative Director, are responsible forduct independent oversight of management

ness of remuneration for directors, comprises

business execution. We have adopted an

and ensure appropriate business execution.

five directors, three of whom are outside.

The Nomination and Compensation

Audit & Supervisory Board System, whereby

Corporate governance organization
General Meeting of Shareholders
Appointment/
dismissal

Board of Directors(10 members, three of whom areoutside directors)
Selection/
oversight

Appointment/
dismissal

Proposal of candidates forthe position of director
Authorization/consultation
regarding remuneration

Nomination andCompensation
Committee

Audit & Supervisory Board(Five members, three of whom
are outside)

Determination/submission ofdecisions regarding remuneration

Chairman and
Representative Director

Office of Audit & Supervisory Board:
Three employees(Operational, accounting andcompliance audits)

Reporting on important matters

Internal audit
departments

President andRepresentative Director

Coordination

Legal Affairs Department

Enhancement of compliance/internal auditing

Executive Officers

Deliberation

Organizational
Culture Committee

Audit by independent
public accountants
Accounting audit

50

Board of Directors

Executive Officers

Audit & Supervisory Board

The Board of Directors comprises 10 directors andin principle meets monthly, with five members of
the Audit & Supervisory Board also in attendance.
The Board of Directors is responsible for deciding
overall management policies and businessexecution policies, as well as for monitoring theperformance of duties by directors, and strives topromote the active exchange of opinions with theaim of ensuring effective and swift decision
making. Six of the 10 members are responsible forbusiness execution, with the remaining four
members (the founder and the three outside
directors) having no involvement.

We have adopted an executive officers system,
whereby the Board of Directors is responsible fordecision making and the executive officers are
responsible for business execution. This was donewith the aim of strengthening field divisions andenhancing customer service systems by clarifying
responsibilities and authority and expediting
business execution. We currently have 29
executive officers, six of whom are also directors.

The Audit & Supervisory Board comprises fivemembers, two of whom are full-time and three ofwhom are outside. In principle, the Audit &Supervisory Board meets monthly. Individuals
well-versed in our businesses and internal affairs, aswell as in finance and accounting, are appointed toserve as full-time members, while individuals whoare independent of the management team, haveextensive knowledge of corporate management,
legal, financial and other matters and are capableof providing effective oversight and monitoring of
the management team, are appointed to serve as
outside members.

SECOM Annual Report 2019

Nomination of candidates forappointment to the Board of Directors
and the Audit & Supervisory Board

activities, as well as those of subsidiaries andmeetings as necessary, for the purpose ofaffiliates, in accordance with annual audit plans.

exchanging opinions and information. Audit &In accordance with the policy for appoint-

Principal activities of the
Audit & Supervisory Boardin the fiscal year ended March 31, 2019

tions and exchange opinions regarding

Participation in meetings of theBoard of Directors

100%

act as witnesses during audits conducted byParticipation in meetings of the
Audit & Supervisory Board

100%

ment set forth by the Board of Directors,
candidates for appointment to the Board of
Directors and the Audit & Supervisory Board
are decided through deliberation by the
Board of Directors. Candidates for the Boardof Directors are nominated from among
candidates determined through discussion
by the Nomination and Compensation
Committee, the majority of whom are outside directors. Candidates for the Audit &Supervisory Board are nominated with theSupervisory Board members receive explanaannual audit plans and audit results. If necessary, Audit & Supervisory Board members also

Information sessions with directors
and other executives of subsidiaries 69 times
and affiliated companies
Audits conducted by Audit &Supervisory Board members at
remote locations

the accounting auditors at remote locations
and during audit reviews (33 times in the fiscal
year ended March 31, 2019).

Collaboration with internal audit andother departments

106

Audit & Supervisory Board members holdlocations

regular (monthly) meetings with the Audit
and Compliance Department, during which

agreement of the Audit & Supervisory Board.

they receive reports and exchange opinions

Internal audits and cooperation
among boards and offices

Regular meetings between the representative director and Audit & Supervisory
Board members

Audits by the Audit & Supervisory Board

Audit & Supervisory Board members hold

SECOM Group companies from and exchange

Audit & Supervisory Board members attend

regular (monthly) meetings with theopinions and information with the Group

important meetings, including those of theRepresentative Director, during which they

Governance Department. If necessary, toBoard of Directors, to exchange opinions on

exchange opinions on important manage-

ensure the efficiency of audits, Audit &overall corporate management, as well as toment-related issues, including the results ofSupervisory Board members ask the internal

collect reports on the discharge of duties fromaudits, to ensure common understanding.

audit departments to conduct investigations.

regarding the results of internal audits and, as
appropriate, receive reports on inspections of

directors and other pertinent individuals andrence of violations of laws, regulations, theMeetings between Audit & Supervisory
Board members and accounting auditors

Articles of Incorporation and/or shareholders’Audit & Supervisory Board members meetinterests. The Audit & Supervisory Board also

regularly (six times annually) with theconducts audits of our overall businessaccounting auditors, as well as additional

conduct audits focused on the possible occur-

Outside directors and outside Audit & Supervisory Board members
We appoint individuals who have extensive

members, who are essentially independent

in operations. As a consequence, we believe

knowledge of corporate management toof the management team). We have alsothat we fulfill our responsibility to conduct

serve as outside directors, thereby incorporat-

established an auditing organization (includ-

independent oversight of management per-ing a broad range of external perspectives not

ing the Office of Audit & Supervisory Board

formance in a manner that takes into accountconstrained by the internal affairs. We have

Members) that operates independent of day-the interests of stakeholders.

thus structure that ensures the transparency

to-day operations and a process (including

We appoint outside directors and outside

and objectivity of management.

periodic meetings between the Representa-

Audit & Supervisory Board members on the

We appoint Audit & Supervisory Board

tive Director, among others, and the Audit &basis of pertinent requirements set forth inmembers who have a wealth of knowledge

Supervisory Board members). This insures thatJapan’s Companies Act and the standards con-of corporate management, legal, financial

Audit & Supervisory Board members’ objective

cerning independence set forth by financial

and other matters (including three outside

and neutral opinions are reflected promptly

instruments exchanges.

SECOM Annual Report 2019

51

ESG Initiatives

Outside directors and outside Audit & Supervisory Board members

Outsidedirectors

Attendance at
Audit &
Supervisory
Board
meetings

Name

Principal activities

Attendance atBoard ofDirectors’
meetings

Takaharu Hirose

Mr. Hirose offers advice and suggestions at meetings of the Board of Directors
based on experience and insights gained in the foundation and managementof multiple enterprises and industry organizations. He also asks questions andstates opinions to clarify issues.

12/12

—

Hirobumi Kawano

Mr. Kawano offers advice and suggestions at meetings of the Board of Directors based on experience and insights gained through the holding of important positions in government. He also asks questions and states opinions toclarify issues.

12/12

—

Hajime Watanabe

Mr. Watanabe offers advice and suggestions at meetings of the Board of
Directors based on experience and insights gained through his many years ofexperience in corporate management. He also asks questions and states
opinions to clarify issues.

12/12

—

Hideki Kato

Mr. Kato offers advice and suggestions at meetings of the Board of Directors
based on experience gained through the execution of national policies andinsights gained as a result of his accomplishments at a policy think tank. He
also asks questions and states opinions to clarify issues.

12/12

13/13

Makoto Yasuda

Mr. Yasuda offers advice and suggestions at meetings of the Board of Directors
based on experience and insights gained in the management of a global
enterprise. He also asks questions and states opinions to clarify issues.

12/12

13/13

Masao Yokomizo

Mr. Yokomizo offers advice and suggestions at meetings of the Board of
Directors based on experience and insights gained through the holding ofimportant positions in government. He also asks questions and states opinions
to clarify issues.

12/12

13/13

Outside Audit &Supervisory
Board members

Note: Information on attendance at meetings of the Board of Directors and Audit & Supervisory Board is for the fiscal year ended March 31, 2019.

Remuneration for directors and Audit & Supervisory Board members

52

Remuneration for directors consists ofresults and individual contribution. Outside

to promote the further sharing of value withpecuniary remuneration and stock compen-

directors receive basic remuneration only.

shareholders.

sation (shares with restrictions on transfer).

Stock compensation is determined by

Remuneration for Audit & Supervisory

Outside directors are eligible for pecuniary

discussion of the Board of Directors, taking into

Board members, which comprises pecuniary

remuneration only.

account deliberations by the Nomination andremuneration only, is determined throughPecuniary remuneration is determined byCompensation Committee within the limit

discussion involving Audit & Supervisory

the Nomination and Compensation Committee,

resolved at the Ordinary General Meeting ofBoard members in amounts commensurate

which has received authorization from the Board

Shareholders set separately from that set forwith individual duties. Remuneration for Audit

of Directors, within the maximum limit resolved

pecuniary remuneration. In addition to incen-& Supervisory Board members is set withinat the Ordinary General Meeting of Sharehold-tives offered with the goal of driving sustain-

the maximum limit resolved at the Ordinary

ers. Pecuniary remuneration for directors com-able growth in corporate value, directors other

General Meeting of Shareholders.

prises basic remuneration and bonuses, the latterthan those who are outside receive shares withof which is linked to consolidated operating

restrictions on transfer, the objective of which is

SECOM Annual Report 2019

Remuneration for directors and Audit & Supervisory Board members (Fiscal year ended March 31, 2019)
Position

Total remuneration(Millions of yen)

Breakdown of total remuneration(Millions of yen)Basicremuneration

Bonus

Restricted stock

Number ofentitled individuals

Directors (excluding outside directors)

327

265

46

14

8

Audit & Supervisory Board members(excluding outside members)

45

45

–

–

3

Outside directors

28

28

–

–

3

Outside Audit & Supervisory Board members

25

25

–

–

3

Total

426

365

46

14

17

Evaluation of the Board of Directors’ effectivenessEvaluation process

board were seen from the 2018 survey’s results.

full-time and outside directors and Audit &In January 2019, the Board of Directors conducted a survey, after which it interviewed
additional pertinent individuals as necessary.
Responses were collated by the Board’s secretariat in early March and a summary of findings subsequently discussed at a meeting of
the Board of Directors.

Opinions were also expressed regarding,Supervisory Board members is carried out

among others, the further diversification ofsmoothly. This shows that the monitoring

the Board’s composition and the amendment

function of the Board of Directors is judged toof materials to invigorate discussions.

be sufficient overall. Constructive opinions
were also expressed regarding the need for

Monitoring function of the Board of
Directors

further efforts to make use of external experts
and for further discussions regarding manage-

In an atmosphere that encourages members

ment and personnel strategies that reflect

Summary of findings

to speak, both outside directors and outsidechanges in the business environment andComposition of the Board of Directors
and frequency of meetings

Audit & Supervisory Board members actively

associated risks.

The diversity of the Board of Directors isbalance between execution and monitoring.

Future initiatives

guaranteed. The Board is an appropriate size

Matters deemed particularly critical by the

To further enhance corporate value and real-

to ensure swift decision making. In principle,

Board of Directors are discussed by the board

ize an even more effective Board of Directors,

the Board of Directors meets monthly, withprior to resolution and pending matters are

we will continue to promote efforts toadditional meetings held as necessary toreported on at the Board of Directors meeting

improve the board’s functions based on

ensure swift discussion and decision making

subsequent to resolution, thereby facilitating

evaluations and opinions expressed.

for critical matters. The matters handled by theappropriate judgment by directors and Audit

Board of Directors are selected appropriately.

& Supervisory Board members. In addition,

Improvements in the administration of thewhere necessary, consensus building between

express their views, ensuring an appropriate

SECOM Annual Report 201953

ESG Initiatives

Compliance
Basic policy and system
We provide security services, the objective of

We view compliance as encompassing notcontrol for departments under their control,

which is to protect the lives and assets of our

only observing laws, regulations and ourwhile the President and Representative Director

customers from legal violations or malfea-

Articles of Incorporation, but also operating inprovides control for the Company as a whole.

sance by third parties. As such, we recognize

a manner that adheres to the spirit thereof.

Each director analyzes and evaluates busi-

the importance of discharging duties in good

Accordingly, compliance forms an integral

ness and frauds risk annually in the businessfaith to earn the trust of our customers and ofcomponent of our day-to-day operations. This

area for which he or she is responsible, reportssociety as a whole. To this end, we have for-approach is notable in that it does not involve

findings to the President and Representative

mulated the SECOM Group Code of Employee

the establishment of a dedicated system

Director, appropriately reviews internal regula-

Conduct, which prescribes ideals covering

overseen by a specific department or director.

tions and various manuals formulated and, if

official and private affairs and standards to be

Each and every employee is on the front line ofnecessary, implements corrective measures. In

followed in the discharge of duties for all

promoting the SECOM Group Code of

addition, a new Risk Management Committee,

directors and employees. We take advantage

Employee Conduct, including compliance, withchaired by the Risk Management Officer, hasof various opportunities to promote thedirection provided by individuals in charge inbeen established to conduct Companywide risk

unqualified observance of the code.

each department. Directors provide further

assessments and formulate countermeasures.

Initiatives aimed at ensuring fair operating practices
The SECOM Group Code of Employee Conduct

a pretense of kindness; the pride of being

the prohibition of individual transactions andcontains rules regarding, among others, theincorruptible by overcoming the temptation

the lending or borrowing of money involving

maintenance of a mindset that refuses to be

to hinder others’ discharge of their duties; andcustomers or affiliated companies. We work

tempted to commit graft, which begins withthe prevention of bribery, including throughactively to enforce the observance of these rules.

To ensure our ability to provide same level ofmultiple different languages and work toGroup companies and employees from Japan

service in overseas markets as we do in Japan,

advance awareness thereof. We also provide

taking up overseas postings that focuses on

we have translated SECOM’s Philosophy and thecompliance training tailored to local circum-

obeying laws and regulations, preventing bribery

SECOM Group Code of Employee Conduct into

stances for senior management at overseas

and ensuring effective information management.

Global compliance training

Operation of whistle-blowing system

54

We have established a whistle-blowing sys-

circumstances make submitting a reportsubmitted via these help lines is kept confi-

tem that enables individuals to seek advice

difficult, employees and executives can reportdential and necessary investigations andregarding or report issues of non-compliance.

to the Audit and Compliance Department

appropriate measures are undertaken swiftly.

Employees and executives becoming aware

directly via the Hot Helpline. We have alsoThis protects whistle-blowers from anyof a violation of the SECOM Group Code ofestablished the Group Head Office Helpline,

adverse impacts. Help line reports received

Employee Conduct are obliged to submit awhich enables employees and executives of

totaled 48 in the fiscal year ended March 31,

report to his or her superior. However, in thesubsidiaries to report compliance violations

2019, 60 in the fiscal year ended March 31, 2018

event that no corrective measures are taken

directly to the Group Governanceand 60 in the fiscal year ended March 31, 2017.

after the submission of a report, or if

Department. The content of reports

SECOM Annual Report 2019