ESG Initiatives

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

environmental performance of service vehicles,

we have set a target for reducing greenhousesions as a key performance indicator (KPI) since

we are working to replace all four-wheeled vehi-

gas emissions attributable to our security ser-2008. In the fiscal year ended March 31, 2018,cles with fuel-efficient alternatives by the year

vices business by 35.0% from the level in theinitiatives implemented in relation to SECOM

ended March 31, 2021. We are also promoting

year ended March 31, 2014, by the year ending

service vehicles and offices with the goal ofenvironment-friendly and safe driving throughMarch 31, 2031.

preventing global warming reduced emissions

education and efforts to advance awareness.

Seeking to do our part to curb increases inof greenhouse gases by 384 metric tons. Total

In line with the goal of Paris Agreement,

global average temperature, we will endeavor toemissions of greenhouse gases in the period

to which 196 countries and territories haveachieve an 80.0% reduction of our greenhouse

under review amounted to 76,750.0 metric tons,

become party, and the Japanese govern-gas emissions by 2050.

down 5.1% from the base year. To improve thement’s plan for reducing greenhouse gases,

Breakdown of CO2 Emissions
in the Year Ended March 31, 2018

Greenhouse Emissions: Actual Results and Medium-Term Target
JActual results JTarget (35.0% reduction from the levelin the fiscal year ended March 31, 2014)(Metric tons of CO2)

100,000

Base year

Other 2.5%

5.1% decrease

80,000Target for the year ending
March 31, 2035: 35.0% reduction

60,000Burning of
fuel
by vehicles

Use ofelectricity

43.1%

54.4%

40,00020,000080,871

78,907

79,29581,50876,750

2014

2015

2016

2017

2018

52,5662031(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.

* 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 on-line

have distributed the SECOM Green Design

security systems, whereby we take responsibil-

Guidelines to our 122 suppliers. As a result of

ity for the entire life cycle of equipment, fromthis initiative, in the fiscal year ended March 31,

R&D and production through to installation,

2018, we succeeded in reducing CO2 emissions

operation, collection and disposal, has enabledattributable to the use by customers andus to create a zero resource-waste, low-carbon

disposal as waste of SECOM equipment bybusiness model, that is, a business model that

13,345.0 metric tons.

seeks to enhance recycling rates and energy
efficiency.

36

From the perspectives of environmental
preservation and effective resource use, weWith the goal of advancing environment-

repair and reuse security equipment collected

friendly equipment design, that is, design thatfrom subscribers, or carefully dismantle suchminimizes impact on the environment, includ-

equipment and separate constituent materi-ing by reducing consumption of electricity,

als. In the period under review, these efforts

facilitating reuse, promoting long-time use

yielded 922.0 metric tons of resources withand eliminating hazardous substances, wemarketable value.

SECOM Annual Report 2018

Industrial Waste and Resources with
Marketable Value JIndustrial waste (left scale)
Resources with marketable value(right scale)(Metric tons)(Metric tons)

4,000

922 1,000
908

3,000

750

693
2,000

500

508
442

1,000
0

250
2,959

2,910

2,763 3,445

3,670

2014

2015

2016

2018

2017

0

(Years ended March 31)* Scope of reporting: SECOM CO., LTD. and 27 principal
subsidiaries in the security services business.

Social initiatives
Support in the aftermath of major disasters
Since launching the SECOM Disaster Support

Earthquake and the torrential rains in north-and encourage employees who want to

Project in December 2016, we have provided

ern Kyushu in July 2017, for example, we

register as volunteer firefighters.

long-term on-site support for recovery

capitalized on our distinctive technologicaland reconstruction in areas struck by geo-

prowess and know-how to provide extensivegraphically extensive major disasters. As well,

support for local residents. We also cooper-

we have sought to assist with everyday

ate enthusiastically in the implementation ofefforts to enhance disaster preparedness. In

volunteer fire brigade activities, the corner-areas damaged by the April 2016 Kumamotostone of community fire prevention efforts,

Employee training and education
In line with our belief that the power of anwhich ranges from corporate principles andsimply mandating study but also conducting

organization is the sum of its parts, we devote

the SECOM Group Code of Employee Conduct

exams to ascertain comprehension, thereby

considerable resources to fostering humanto social norms, CSR, business policies andreinforcing awareness.

resource. We have developed training and edu-

product knowledge. We have also developed

cational programs tailored to different growth

an e-learning program for all employees

stages and job classifications. In addition,that addresses the protection of confidential

we have added an e-learning component to

information, prevention of insider trading andpromotion examinations, the content ofelimination of all types of harassment by not

Advancing diversity and inclusion
Recognizing the importance of welcoming
a broad spectrum of individuals with wideranging values and of leveraging the capabilities of such individuals to drive the creation

Percentage of Labor Force Accounted forby Individuals with Disabilities

Female Employees
in Management Positions
Overall

(%)

(%)

2.5

12

of value, in 2016 we established the SECOM
9

Diversity and Inclusion Policy.
With the aim of creating an inclusive orga-

2.0

nizational framework, that is, one that ensures

1.99
1.90

2.02

9.6

9.9

6.6

7.0

7.2

2014

2015

2016

9.1

Non-security areas

10.7

11.0

7.8

8.1

2017

2018

2.08
1.96

acceptance of and respect for diverse human63resources and allows all employees to fulfill
their potential, in October 2017 we announced
our commitment to diversity and inclusion
and appointed individuals in charge ofdiversity and inclusiveness.

1.5

2014/6 2015/6 2016/6 2017/6 2018/6(As of June 1 of each year)* Scope of reporting: SECOM CO., LTD., Secom Trust
Systems Co., Ltd. and Secom Business Plus Co., Ltd.

0(Years ended March 31)* Scope of reporting: SECOM CO., LTD.

SECOM Annual Report 201837

ESG Initiatives

Supporting work–life balanceficient physical and mental rest and a fulfill-

Percentage of Annual Paid Vacation Days
Taken by Employees

ing private life as essential to the ability to60

We view work–life balance, including suf-(%)

Accordingly, we have introduced systems that

160

50.4
50

46.3

“refresh” vacation every 10 years. In addition,

To assist employees in balancing the40

demand of career and home, we have created

30

2016

2017

2018

0

*Scope: SECOM CO., LTD.

choose a location and work style that accommodates the circumstances of each individual
employee and have created the SECOM Life
Support Program, which seeks to provide
long-term support for career advancement.

An Official Partner of the Olympic and Paralympic Games Tokyo 2020
As an official partner (Security Services andthe trust of society, an achievement that

Planning category), we will contribute tocontributed to our subsequent evolution

the safe and secure staging of the Olympic

and growth.
We look forward to helping ensure the

Our history with the Olympics

safety and security of the Olympic andstretches back five decades. Still in our

Paralympic Games Tokyo 2020 and will

infancy, in 1964 we provided security

continue working to create innovative

services for the Olympic Village at the firstservices that will help us achieve this goal.

SECOM Annual Report 2018

12

4

3

2016

2017

5
4

2018

0

(Years ended March 31)

encourage their use. We also endeavor to

38

121

8

*Scope: SECOM CO., LTD.

and continue to promote measures toTokyo Olympics, earning high marks and126(Years ended March 31)

childcare and nursing care leave programs

and Paralympic Games Tokyo 2020.

16

80

40

we actively encourage employees to takeannual paid vacation days.

20

143

120

up to 10 consecutive days annually—in theory
at any time of the year—and a two-week(Number ofpeople)55.6

approach one’s work with energy and focus.
allow employees to take a “flex” vacation of

Employees Taking Childcare Leave(Number ofpeople) JTotal (left scale)
200 JMale employees (right scale)Corporate governance
Basic philosophy
With the aim of earning the support of our

In line with Japan’s Corporate Governanceinformation to shareholders and othercustomers, shareholders, clients, employees,

Code and at the direction of top manage-

stakeholders and strengthen our compliancelocal communities and other stakeholders as

ment, outside members of the Board of Direc-

framework.

a company with value that is worthy of trust,tors and Audit & Supervisory Board provide

we strive to maximize corporate value overindependent oversight of the management

the medium to long term and recognize theteam’s performance in a manner that takes

importance of fulfilling our responsibilities as

into account the interest of stakeholders anda corporate citizen and achieving sustainable

ensures the appropriate execution of businessgrowth and development.

activities. We also work actively to disclose

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

2018

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 201839

ESG Initiatives

Outline of corporate governance system
We are a company with an Audit & Supervi-

Board, which includes three outside mem-

The Nomination and Compensation

sory Board. The Board of Directors, whichbers, and the Board of Directors coordinate

Committee has been established as internal

includes three outside members, makes deci-with the internal audit departments to audit

committee of the Board of Directors. This

sions pertaining to business execution andand supervise directors’ and executive officers’committee, which is responsible for present-

other corporate matters. Executive officers, leddischarge of their duties. We believe that thising candidates for the position of director toby the President and Representative Director,

enables us to conduct independent oversightthe Board of Directors and for ensuring theare responsible for business execution. Weof management and ensure appropriate

appropriateness of remuneration for directors,

have adopted an Audit & Supervisory Board

business execution.

comprises five directors, three of whom are

System, whereby the Audit & Supervisory

outside.

Corporate governance organization
General Meeting of Shareholders
Appointment/
dismissal

Board of Directors(11 members, three of whom areoutside directors)
Selection/
oversight

Appointment/
dismissal

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

Nomination andCompensation
Committee

Determination/submission ofdecisions regarding remuneration

Internal audit
departments(five members, three of whom
are outside)
Office of Audit & Supervisory Board:
Three employees(Operational, accounting andcompliance audits)

Reporting on important matters

President andRepresentative Director

Audit & Supervisory Board

Coordination

Legal Affairs Department

Enhancement of compliance/internal auditing

Executive Officers

Deliberation

Organizational
Culture Committee

Audit by independent
public accountants
Accounting audit

40

Board of Directors

Executive Officers

Audit & Supervisory Board

The Board of Directors comprises 11 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. Seven of the 11 members are responsible
for business 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 30
executive officers, seven 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 2018

Nomination of candidates forappointment to the Board of Directors
and the Audit & Supervisory Board
In accordance with the policy for appointment 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 proposed by the Nomination andCompensation Committee, which include
outside directors. Candidates for the Audit &Supervisory Board are nominated with theagreement of the Audit & Supervisory Board.

Internal audits and cooperation
among boards and offices

activities, as well those of subsidiaries andauditors, as well as additional meetings as nec-

affiliates, in accordance with annual audit plans.

essary, for the purpose of exchanging opinions
and information. Audit & Supervisory Board

Principal activities of the
Audit & Supervisory Boardin the fiscal year ended March 31, 2018

members receive explanations and exchange

Participation in meetings of theBoard of Directors

98.33%

Board members also act as witnesses during

Participation in meetings of the
Audit & Supervisory Board

98.33%

opinions regarding annual audit plans andaudit results. If necessary, Audit & Supervisory
audits conducted by the accounting auditors at

Information sessions with directors
and other executives of subsidiaries 76 times
and affiliated companies
Audits conducted by Audit &Supervisory Board members at
remote locations

112
locationsremote locations and during audit reviews (38times in the fiscal year ended March 31, 2018).

Collaboration with internal audit andother departments
Audit & Supervisory Board members holdregular (monthly) meetings with the Audit
and Compliance Department, during which
they receive reports and exchange opinions

Audits by the Audit & Supervisory Board

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

Audit & Supervisory Board members attend

Audit & Supervisory Board members hold

SECOM Group companies from and exchange

important meetings, including those of theregular (monthly) meetings with the Repre-

opinions and information with the Group

Board of Directors, to exchange opinions on

sentative Director, during which they

Governance Department. If necessary, tooverall corporate management, as well as toexchange opinions on important manage-

ensure the efficiency of audits, Audit &collect reports on the discharge of duties fromment-related issues, including the results ofSupervisory Board members ask the internal

directors and other pertinent individuals andaudits, to ensure common understanding.

audit departments to conduct investigations.

regarding the results of internal audits and, as
appropriate, receive reports on inspections ofconduct audits focused on the possible occurrence of violations of laws, regulations, theArticles of Incorporation and/or shareholders’Meetings between Audit & Supervisory
Board members and accounting auditors

interests. The Audit & Supervisory Board also

Audit & Supervisory Board members meet reg-

conducts audits of our overall businessularly (six times annually) with the accounting

Outside directors and outside Audit & Supervisory Board members
We appoint individuals who have extensiveof the management team). We have also

independent oversight of management per-knowledge of corporate management toestablished an auditing organization (includ-

formance in a manner that takes into accountserve as outside directors, thereby incorporat-

ing the Office of Audit & Supervisory Board

the interests of stakeholders.

ing a broad range of external perspectives not

Members) that operates independent of day-constrained by the internal affairs. We haveto-day operations and a process (including

Audit & Supervisory Board members on thethus structure that ensures the transparency

periodic meetings between the Representa-

basis of requirements for outside directors set

and objectivity of management.

tive Director, among others, and the Audit &forth in Japan’s Companies Act and the stan-

We appoint Audit & Supervisory Board

Supervisory Board members). This insures thatdards concerning independence set forth bymembers who have a wealth of knowledge

Audit & Supervisory Board members’ objective

financial instruments exchanges.

of corporate management, legal, financial

and neutral opinions are reflected promptly

and other matters (including three outside

in operations. As a consequence, we believe

members, who are essentially independentthat we fulfill our responsibility to conduct

We appoint outside directors and outside

SECOM Annual Report 201841

ESG Initiatives

Outside directors and outside Audit & Supervisory Board members
Attendance atBoard ofDirectors’
meetings

Attendance at
Audit &
Supervisory
Board
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 andmanagement of multiple enterprises and industry organizations. He alsoasks questions and states 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 ofimportant positions in government. He also asks questions and states
opinions to clarify 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 yearsof experience 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

12/12

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.
Mr. Yasuda made efforts to understand what had transpired at the Board of
Directors and Audit & Supervisory Board meetings he missed by receiving areport from, respectively, the meeting administrator and full-time Audit &Supervisory Board members.

11/12

11/12

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.

9/9

9/9

Name

Outsidedirectors

Outside Audit &Supervisory
Board members

Principal activities

Note: Information on attendance at meetings of the Board of Directors and Audit & Supervisory Board is for the fiscal year ended March 31, 2018. Masao Yokomizo was appointed andassumed the position of Audit & Supervisory Board at the 56th Ordinary General Meeting of Shareholders held on June 27, 2017. Accordingly, the figures for his attendance atmeetings of the Board of Directors and Audit & Supervisory Board held on or after that day.

42

SECOM Annual Report 2018

Remuneration for directors and Audit & Supervisory Board members
Remuneration for directors consists ofindividual contribution. Outside directors receive

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

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, whichthan those who are outside receive shares withare linked to consolidated operating results andrestrictions on transfer, the objective of which is

Remuneration for directors and Audit & Supervisory Board members (Fiscal year ended March 31, 2018)
Position

Total remuneration(Millions of yen)

Breakdown of total remuneration(Millions of yen)Basicremuneration

Bonus

Restricted stock

Number ofentitled officers

Directors (excluding outside directors)

319

261

46

11

8

Audit & Supervisory Board members(excluding outside members)

45

45

–

–

2

Outside directors and outside
Audit & Supervisory Board members

53

53

–

–

7

Total

418

360

46

11

17

Evaluation of the Board of Directors’ effectivenessEvaluation process

for critical matters. The matters handled byAudit & Supervisory Board members. In addi-

In January 2018, the Board of Directors con-the Board of Directors were selected appro-tion, where necessary, consensus building

ducted a survey, after which it interviewed

priately. Opinions were expressed regarding

between full-time directors and outside direc-

additional pertinent individuals as necessary.

further diversification of the Board’s composi-

tors is carried out smoothly. This shows that the

Responses were collated by the Board’s secre-tion and simplification of its administration.

monitoring function of the Board of Directors is
judged to be sufficient. Constructive opinions

tariat in early March and a summary of findings subsequently discussed at a meeting of

Monitoring function of the Board of Directors

have also been expressed regarding the need

the Board of Directors.

In an atmosphere that encourages members

for further discussion of key issues pertaining

to speak, both outside directors and outside

to global strategies, key issues in individual

Summary of findings

Audit & Supervisory Board members actively

segments, and the identification of risks.

Composition of the Board of Directors
and frequency of meetings

express their views, ensuring an appropriatebalance between execution and monitoring.

Future initiatives

The diversity of the Board of Directors is

Matters deemed particularly critical by the

To further enhance corporate value and real-guaranteed. The Board is an appropriate size

Board of Directors are discussed by the board

ize an even more effective Board of Directors,

to ensure swift decision making. In principle,

prior to resolution and pending matters are

we will continue to promote efforts to

the Board of Directors meets monthly, with

reported on at the Board of Directors meeting

improve the board’s functions based on the

additional meetings held as necessary tosubsequent to resolution, thereby facilitating2018 evaluation and on opinions expressed.

ensure swift discussion and decision making

appropriate judgment by directors andSECOM Annual Report 201843

ESG Initiatives

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

directors and employees. We take advantage

overseen by a specific department or director.

which is to protect the lives and assets of ourof various opportunities to promote theEach and every employee is on the front line

customers from legal violations or malfea-

unqualified observance of the code.

of promoting the SECOM Group Code ofsance by third parties. As such, we recognize

We view compliance as encompassing

Employee Conduct, including compliance,

the importance of discharging duties in good

not only observing laws, regulations and ourwith direction provided by individuals infaith to earn the trust of our customers and of

Articles of Incorporation, but also operating

charge in each department. Directors provide

society as a whole. To this end, we have for-in a manner that adheres to the spirit thereof.

further control for departments under theirmulated the SECOM Group Code of Employee

Accordingly, compliance forms an integral

control, while the president and representa-

Conduct, which prescribes ideals covering

component of our day-to-day operations. This

tive director provides control for the Company

official and private affairs and standards to beapproach is notable in that it does not involve

as a whole.

followed in the discharge of duties for all

the establishment of a dedicated system

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

incorruptible by overcoming the temptation

customers or affiliated companies. We work

contains rules regarding, among others, theto hinder others’ discharge of their duties; andactively to enforce the observance of thesemaintenance of a mindset that refuses to be

the prevention of bribery, including throughrules.

tempted to commit graft, which begins withthe prohibition of individual transactions anda pretense of kindness; the pride of being

the lending or borrowing of money involving

Operation of whistle-blowing system
We have established a whistle-blowing system

circumstances make submitting a report

help lines is kept confidential and necessarythat enables individuals to seek advice regard-difficult, employees and executives can report

investigations and appropriate measures are

ing or report issues of non-compliance.

to the Audit and Compliance Department

undertaken swiftly. This protects whistle-

Employees and executives becoming aware of

directly via the Hot Helpline. We have also

blowers from any adverse impacts. Help line

a violation of the SECOM Group Code ofestablished the Group Head Office Helpline,

reports received totaled 60 in the fiscal year

Employee Conduct are obliged to submit awhich enables employees and executives ofended March 31, 2018, 60 in the fiscal year

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

ended March 31, 2017 and 33 in the fiscal year

event that no corrective measures are taken

directly to the Group Governance Department.

ended March 31, 2016.

after the submission of a report, or if

The content of reports submitted via these

Global compliance training
To ensure our ability to provide same level ofadvance awareness thereof. We also provide

obeying laws and regulations, preventing

service in overseas markets as we do in Japan,

compliance training tailored to local circum-

bribery and ensuring effective information

we have translated SECOM’s Philosophy andstances for senior management at overseas

management.

the SECOM Group Code of Employee Conduct

Group companies and employees from Japan

into multiple different languages and work to

taking up overseas postings that focuses on

Other initiatives
We have formulated the SECOM Group CSR

and fair operating practices, human rights

Guidelines for Suppliers, which sets forthand labor practices, consumer issues and theissues that we require suppliers to address.

environment.

These include organizational governance

44

SECOM Annual Report 2018