SECOM Sustainability
Accounting Standards Board
Disclosure
SECOM SASB Report
For the fiscal year ended March 31, 2021

The information in this report is as of March 31, 2021 or for the fiscal year ended March 31, 2021,
unless otherwise stated.

Table of contents
SECOM SASB Index
Report on Accounting Metrics

SECOM CO., LTD. strives to create
services and systems that deliver safety
and peace of mind, as well as make life
more comfortable and convenient,whenever and wherever necessary, foranyone and everyone. Accordingly, theCompany is pushing forward with efforts torealize its Social System Industry vision,
which describes a framework of distinctive,
integrated services and systems.

2
3

Data Security

3

Workforce Diversity & Engagement

6

Professional Integrity

11

In line with fulfilling our responsibility tosociety through our business activities as
set forth in the Constitutions of SECOM
Group, we are working towards solving
various social issues and enhancing
corporate sustainability, acknowledging theimportance of sustainability for ourselves
and for society.
We also strive to disclose environmental,social, and governance (ESG) information,and in addition to our Integrated Report(SECOM Report) and on-line Sustainability
Report, we have prepared this report inaccordance with the disclosure standardsof the Sustainability Accounting Standards
Board (SASB) to communicate ourinitiatives to the stakeholders.
SECOM will continue to strive to provide
stakeholders with easy-to-understandinformation on sustainability going forward.

1

SECOM SASB Index
This is a SASB report on SECOM CO., LTD. (“the Company”), and the contents do not include information
on its consolidated subsidiaries, unless otherwise stated. SECOM delivers safety and peace of mind through avariety of services, including on-line commercial and home security systems. SECOM is aiming to realize its
Social System Industry vision together with Group companies that encompass security services, fire protection
services, medical services, insurance services, geospatial information services, business process outsourcing
and information and communications technology (BPO and ICT) services, and other services. Its consolidated
revenue for the fiscal year ended March 31, 2021 was ¥1,035.8 billion.

Professional & Commercial Services Sector Sustainability Indicators
TOPIC

CODE

ACCOUNTING METRICREFERENCE PAGE

SV-PS-230a.1

Description of approach to identifying and addressing data
security risks

Page 3

SV-PS-230a.2

Description of policies and practices relating to collection,
usage, and retention of customer information

Page 4

SV-PS-230a.3(1) Number of data breaches, (2) percentage involving
customers' confidential business information (CBI) or
personally identifiable information (PII), (3) number ofcustomers affected

Page 5

SV-PS-330a.1

Percentage of gender and racial/ethnic group representationfor (1) executive management and (2) all other employees

Page 6

SV-PS-330a.2(1) Voluntary and (2) involuntary turnover rate for employees

Page 8

SV-PS-330a.3

Employee engagement as a percentage

Page 9SV-PS-510a.1

Description of approach to ensuring professional integrity

Page 11

SV-PS-510a.2

Total amount of monetary losses as a result of legal
proceedings associated with professional integrity

Page 14

Data Security

Workforce
Diversity &Engagement
Professional
Integrity

TOPIC

CODE

ACTIVITY METRIC

DATA

SV-PS-000.A

Number of employees by: (1) full-time and part-time,(2) temporary, and (3) contract(1) Full-time employees:
14,602(2) Temporary employees:
1,332(3) Contract employees:
1,688

SV-PS-000.B

Employee hours worked, percentage billable

Employee hours worked:
29,866,147
Percentage billable: N/A*

ACTIVITYMETRIC*Because billing for electronic security services, our principal business, is based on
fixed monthly fees, not hourly fees, “percentage billable” is not applicable.

2

Data Security
SV-PS-230a.1
Description of approach to identifying and addressing data security risks
Policy and system for promoting information security

With the rapid spread of IT, new value is being created in various fields. Yet at the same time, information
security risks have risen significantly, as can be seen from the increasing sophistication of cyber attacks.
Any leaks of personal or confidential information entrusted to us by a customer for whatever reason, has
the potential not only to seriously hinder our ability to provide security services, but also to cause various
damage or adversely impact the customer, and result in the forfeiture of our brand image and reputation
for reliability. Together with compliance, the SECOM Group views information security as a matter of utmost
importance, viewing them as fundamentals of our management. Accordingly, we have created andmaintain a robust information security system.
The SECOM Group has established the SECOM Group Information Security Basic Policy based on theconfidentiality stipulated in the SECOM Group Code of Employee Conduct (refer to SV-PS-510a.1), in
order to guide our efforts to promote stringent information security. When we outsource work, we also
require subcontractors to adhere to the spirit of the SECOM Group Information Security Basic Policy, enter
into appropriate contracts and provide guidance and supervision to them.
For the promotion and supervision of information security for the SECOM Group as a whole, we have
put an executive officer in charge of information security for the Company, who is responsible to the
President and Representative Director of the Company. In addition, executive officers in charge of eachbusiness area have been made responsible for information security-related matters for their particularbusiness area, as well as for collaborating with the executive officer in charge of information security toreport on issues and presenting proposals to the President and Representative Director of the Company
when necessary.
Reducing information security risk

We have implemented powerful security measures to reduce risks associated with information leaks andcyber attacks. In addition, we have compiled a set of detailed rules that employees must follow in their
daily work, which serve as our information security rules. We work to ensure that all employees of the
SECOM Group comply fully with them, regardless of employment format. The information security rules
include rules governing the use of personal computers and cellular telephones that must be protected for
confidentiality reasons, the storage and carrying of information, as well as steps to be taken when an
information security-related incident arises or a violation of any information security rule is discovered.
Information system controls and audits are the responsibility of Secom Trust Systems Co., Ltd., an
information security subsidiary, and are conducted independently, fairly, and thoroughly, in accordancewith policies formulated based on SECOM standards and Japan’s Information Security Management
System (ISMS) standards under the guidance of the executive director in charge of information security.
We conduct regular assessments of vulnerability to external cyber attacks. Furthermore, Secom Trust
3

Systems monitors information systems around the clock to ensure we are prepared to respond to risks,
including those related to large-scale disasters and cyber attacks. We have also enhanced the cyber attack
monitoring system with the introduction of AI (Artificial Intelligence). During the fiscal year ended March
31, 2021, responding to the increase in remote work due to the spread of COVID-19, efforts were made toensure stable operation, by reinforcing the facilities at the data centers, enhancing security of network
devices, among others, and by further strengthening operations including monitoring and responses.
Going forward, we will continue to promote, operate, and manage information security more rigorously.
Secom Trust Systems has obtained the following certifications:●ISO/IEC27001
ISMS (information security management system)
Certified on March 20, 2003, registration number I373 ⇒ Details●JIP-ISMS517-1.0
ISMS (cloud security management system)(Based on ISO/IEC 27017:2015/JIS Q 27017:2016)
Certified on March 7, 2019, registration number [U010] ⇒ Details●ISO9001
QMS (quality management system)
Certified on February 25, 2000, registration number [5084] ⇒ Details●ISO22301
BCMS (business continuity management system)
Certified on January 9, 2015, registration number [B007] ⇒ Details

SV-PS-230a.2
Description of policies and practices relating to collection, usage, and retention of customer
information
The SECOM Group Code of Employee Conduct (refer to SV-PS-510a.1) states that all information
obtained in the course of business is confidential and must not be leaked, a stipulation with which all
executives and employees must strictly comply. Furthermore, we obtain, use, and provide personal
information in an appropriate manner, taking into account the nature and scale of our business. We do nothandle personal information beyond the scope necessary to achieve the purposes of use, and we takemeasures to this end.
With respect to the handling of personal information held by SECOM, we comply with laws andregulations as well as guidelines prescribed by the Japanese government and other norms relating to thehandling of personal information. We have established and comply with our Privacy Policy, as well as the
SECOM Group Information Security Basic Policy and information security rules as internal regulations,and are working to protect personal information. We strive to prevent leakage, loss, and damage of the4

personal information we handle, through employee training and efforts to promote awareness as well as
by ensuring stringent management, in addition to taking safety control measures such as implementing
necessary and appropriate security steps. If improvements are required, we promptly make corrections
and take preventive action. For example, all employees are required to participate in e-learning programsand tests annually to confirm understanding of and adherence to basic procedures and rules. The internal
audit departments conduct periodic inspections of the handling of personal information, data management,
organization and access control at each site. In addition, we have established a contact point for queries
regarding the handling of personal information and for complaints and consultations regarding our system
for managing and protecting personal information, facilitating swift and appropriate responses.
The Company and Secom Trust Systems have been granted certification under Japan’s Privacy Markby the Japan Information Processing and Development Center (JIPDEC). The Privacy Mark is granted tobusinesses that handle personal information appropriately under a personal information protection
management system that complies with JIS Q 15001*. We will strive for continuous improvement going
forward.
*JIS Q 15001 refers to the requirements for personal information protection management systems.

The Privacy Mark certification of SECOM is as follows:●JIS Q 15001
PMS (personal information protection management system = Privacy Mark)
Certified on December 20, 2010, registration number [17000663 (05)]

The Privacy Mark certification of Secom Trust Systems is as follows:●JIS Q 15001
PMS (personal information protection management system = Privacy Mark)
Certified on September 20, 2006, registration number [10821728 (07)]SV-PS-230a.3(1) Number of data breaches, (2) percentage involving customers’ confidential businessinformation (CBI) or personally identifiable information (PII), (3) number of customers affected
There were no data breaches at the Company during the fiscal year ended March 31, 2021.

5

Workforce Diversity & Engagement
SV-PS-330a.1
Percentage of gender and racial/ethnic group representation for (1) executive management and (2)all other employees
Diversity policies and initiatives
Recognizing the importance of welcoming a broad spectrum of individuals with wide-ranging ideas forthe creation of new value, we actively promote diversity in our labor force, including by advancing career
opportunities for female employees, led by the Human Resources Division under the director in chargeof human resources.
[Initiatives up until now]
April 2013:

Announced the Declaration for Women’s Active Participation in the Workplace to raise awareness among
all employees, regardless of gender

June 2013:

Launched the Council on Promoting Women’s Participation in the Workplace, a dedicated section for
considering and promoting systems and measures necessary for active participation of women

March 2016:

Formulated the Action Plan on Women’s Active Participation with the main goals of creating positive
working environments conducive to active participation by female employees and increasing the numberof female managers

October 2017: Established the Declaration of Promoting Diversity & Inclusion (see below), and assigned diversity andinclusion staff to the Human Resources Department. Promotes the creation of positive working
environments that respect each and every diverse employee to maximize the capabilities of all employees
regardless of gender, nationality, age, physical ability, sexual orientation or gender identity.
April 2021:

Formulated the new Action Plan for Fostering Career Opportunities for Female Employees (next page)

Declaration of Promoting Diversity & Inclusion
・Guided by a disciplined corporate culture rooted in SECOM’s Philosophy, we respect differences
and prioritize diversity in our human resources.
・We aim to be an organization in which all employees can work with drive, vitality, confidence andpride.
・We consistently pursue the creation of innovative value by supporting employee growth andenhancing synergies among the various strengths of individual employees.

6Action Plan for Fostering Career Opportunities for Female Employees
Date of formulation: April 1, 2021
As a corporation that provides society with safety and peace of mind, SECOM has formulated the following
action plan to create working environments where female employees can work with drive and vitality, and arefree from anxiety.
1.

PeriodApril 1, 2021–March 31, 2026

2.

Issues at SECOM
 Low ratio of female employees in management positions (especially section managers or higher)
 Lower average length of service of female employees than that of male employees

3.

Objectives
 Increase the number of female employees at manager level*1 to at least 200 and at supervisor level*2
to at least 400.
*1 Manager level: corporate headquarters, assistant manager or higher / regional headquarters and regional
office, manager or higher*2 Supervisor level: regional headquarters and regional office, supervisor






4.

Expand the scope of jobs available to women and increase the number of female employees bymore than 500 from 2,396 in 2016 (the year the previous management plan was formulated).
To prevent harassment, provide online training for all employees once annually and training for
newly appointed regional office general managers at least once.
Extend the average length of service of female employees by more than one year from 12.2 years
in the fiscal year ended March 31, 2020.
Increase the percentage of annual paid vacation days taken by employees by more than 10% from
53.2% in the fiscal year ended March 31, 2020.

Contents of initiatives
 Initiative 1: Active development of female leaders
In 2016, we partially revised our job qualification system based on seniority and transitioned to a system whereappointments to official posts could be made more flexibly, resulting in a steady increase in female managers.
Going forward, we will continue to promote and strengthen this direction in our initiatives and foster female
leaders by increasing the number of female managers.

Initiative 2: Expanding the scope of jobs available to female employees
We have been expanding the scope of jobs available to female employees to the sales of electronic security
services and security products to business customers, as well as security service operations including control
center work that operates security responses.
We expect an increase in the number of female employees as well as an increase in managers with broad
perspectives by having experienced a wide range of jobs.



Initiative 3: Creating positive working environments for female employees
(1)

(2)

Initiatives to prevent harassment
Annual e-learning programs for all employees and training for newly appointed regional office generalmanagers at least once will be provided. Additionally, a dedicated consultation desk for various types ofharassment will be established.
Initiatives to promote work-life balance
1) Shorter working hours for childcare:
To be applied to employees who have children who have not yet entered the second grade ofelementary school (at fiscal year-end) (Exceeds legal requirement, which is children under the ageof three).
2) Life Support Program:
Supports flexible work styles specific to the situation of the individual such as childcare (after theapplication of the shorter working hours system has ended) and nursing care.

7With the aim of actively fostering female leaders, we are a member of the nonprofit organization Japan
Women’s Innovative Network (J-Win). We also dispatch two female employees to participate in J-Win
programs, which are aimed at cultivating skills and helping female employees build networks.
Furthermore, we have the following systems for childbirth, childcare and nursing care to provide support
for employees that corresponds with their circumstances.










Maternity leave: Available for the six weeks prior to and eight weeks after giving birth; an additional
two weeks is available to employees who wish to start their maternity leave earlierChildcare leave: Can be taken by both female and male employees up until the day before thechild’s third birthday
Change in working hours/exemption (shorter working hours) for childcare: Available within certain
restrictions on request to employees who are pregnant or have children who have not yet entered
the second grade of elementary school (exceeds legal requirement, which is children under the ageof three)Nursing care leave or change in working hours/exemption (shorter working hours) for nursing care:
Full leave or adjusted working hours for up to six months (maximum of 186 days) for employees
providing nursing care to a family member and wish to return to work full-time after conclusion ofnursing care provision
SECOM Life Support Program: Allows employees to temporarily change work style and/or location
to which they are assigned to provide childcare or nursing care or to accompany a spouse who has
been transferred overseas and provides support for long-term career advancement
Job Return Program: Enables people who have left employment at the Company for unavoidable
reasons such as childbirth, childcare or nursing care to apply to return to work

Percentage of labor force by gender at the Company as of March 31, 2021 is as follows:

Male

FemaleExecutive management

90.3%

9.7%

Other

79.4%

20.6%

Total

82.9%

17.1%

SV-PS-330a.2(1) Voluntary and (2) involuntary turnover rate for employees
The turnover rate for employees at the Company during the fiscal year ended March 31, 2021 is asfollows:

Year ended March 31, 2021
Voluntary turnover

5.0%

Involuntary turnover

0.0%

Total

5.0%

8

SV-PS-330a.3
Employee engagement as a percentage■Employee satisfaction survey
We seek to achieve sustainable growth as a strong, flexible organization that is impervious to the impact
of changes in society and the competitive environment. We are thus working to create a virtuous circle,
recognizing the importance of enabling employees who share SECOM’s Philosophy to demonstrate theirpotential in a high dimension, which helps improve the services we provide, thereby enhancing customer
satisfaction and earning the trust of society, which in turn increases employees’ job satisfaction.
In order to realize this virtuous circle, the project team for increasing employee satisfaction, which waslaunched in 2016, cooperates with other departments to foster a vibrant and healthy corporate culture andto improve employee satisfaction through dialogue.
In addition, the Company has conducted an employee satisfaction survey since 2016. It is ananonymous survey with multiple-choice questions in seven categories and the results of the survey are
posted on the intranet and disclosed to the employees. In the fiscal year ended March 31, 2021,
improvements in the survey results compared with the previous year were seen in such items as “theamount of work,” however, the response rate for the survey declined. Going forward, we will continue toraise awareness toward employee satisfaction while reinvigorating the survey.

Results of employee satisfaction survey (SECOM CO., LTD.)Year ended
Year ended
Year ended
Year ended
Year ended
March 31, 2017 March 31, 2018 March 31, 2019 March 31, 2020 March 31,2021
Employee
response rate

81.4%

83.5%

84.2%

85.5%

77.9%

Categories for the employee satisfaction survey
Whether the employee finds his/her work fulfilling
Whether there is any problem which interferes with performing one’s work
Whether the employee is able to work with a positive attitude
Whether the employee receives positive feedback from work partners
Whether there is any problem regarding the amount of work
Whether there is any problem with the salary or welfare benefits at the Company
Overall satisfaction■Dialogue with employees through SECOM Lively Union
Reflecting our fundamental belief that the growth of our employees is inextricably linked to our prosperity,
SECOM Lively Union (the SECOM Employee Union Federation) was founded in 1964, two years after thefounding of the Company, by employees seeking to ensure sound growth of the SECOM Group. We signed
a union membership qualification agreement with SECOM Lively Union, and became a union shop,
meaning that in principle employees automatically become union members when they are hired. As aconsequence, our union membership rate for eligible employees is 100%, excluding section managers or
9higher who are not eligible.
We place a priority on dialogue between labor and management. With the aim of boosting employee
morale, building a vibrant and healthy organizational culture imbued with the SECOM spirit and maximizingorganizational energy, the management representatives, including the President and Representative
Director, meet monthly with SECOM Lively Union to exchange views. Discussions are also held at SECOM
Group companies and branches across Japan to address issues such as improving workplaceenvironments and operating procedures and ensuring occupational health and safety. SECOM Lively
Union also exchanges views with management through meetings with employees on organizational culture
and the SECOM Employee Central Council.


Meetings with employees on organizational culture: This meeting is held every month in regions
throughout Japan. Company executives and directors of the SECOM Lively Union, who are employee
representatives, engage in frank and unrestrained discussion aimed at improving daily work and theworkplace environment in each region. This contributes to the creation of a sound organizational
culture.



SECOM Employee Central Council: Council meetings are held every month and are always attended
by the President and Representative Director, executive officers and managers in charge of humanresources and operations as well as members of the Central Council from the SECOM Lively Union.
Opinions are exchanged on nationwide issues which cannot be resolved at meetings with employees
on corporate culture held in each region.

10

Professional Integrity
SV-PS-510a.1
Description of approach to ensuring professional integrity■Basic philosophy on compliance at the SECOM GroupSECOM was established in 1962 as the first security services company in Japan. We provide security
services, the objective of which is to protect the lives and assets of our customers from legal violations ormalfeasance by third parties. As such, we recognize that it is essential that we not only abide by theConstitution of Japan and the letter but also operate in a manner that complies with the spirit of pertinent
laws and regulations.
Because each and every employee who provides security services are in the position of regulatingothers, they must also conduct themselves in a disciplined manner as a matter of course, discharging theirduties in good faith and in compliance with the letter and the spirit of the law, to earn the trust of customers,
which is critical to the security services business. Therefore, since our establishment, we have viewed
compliance as a matter of utmost importance. Accordingly, our basic policy has always been to promote
systematic measures to ensure unqualified compliance with the letter and spirit of the law.
■SECOM Group Code of Employee Conduct
The appropriate attitude and behavioral criteria as a SECOM employee, including The SECOM’s (Ten)
Principles and The Constitutions of SECOM’s Business and Operation, were formulated in accordancewith the basic philosophy defined at the time of SECOM’s founding. The content of the criteria is universal
and appropriate for any era from the perspective of compliance.
Subsequently, with the expansion of our business and the implementation of new laws, in the need ofclear understanding among all positions and all employees within the Group, we changed the title of theabove in December 2006 to establish the SECOM Group Code of Employee Conduct. The attitude as
SECOM Group employees and ways of thinking with regards to compliance, as the base of our business,
are indicated in the SECOM Group Code of Employee Conduct. It is included in the pocket-sized guide,
together with the appropriate attitude and rules as a SECOM employee.
The SECOM Group Code of Employee Conduct clearly defines specific behavioral criteria and corporate
ethics which must be followed by executives and employees during relationships with stakeholders suchas the community, customers, or suppliers. We have also defined a code of conduct related to cutting off
relationships with anti-social forces, prohibiting corruption and bribery, and complying with related laws.
For example, our code of conduct includes: “employees must not engage in personal transactions ormoney lending with customers or business partners,” “employees must not accept personal gifts from
customers or business partners,” “employees must constantly maintain healthy and transparent
relationships with government agencies or political organizations, and must never engage in any behavior
which may generate misunderstanding in regards to bribery,” and “employees must maintain moderationand dignity when providing gifts to customers, and must keep gifts within the appropriate scope to prevent
any unnecessary understandings.”
11

In the training for all new employees, training on the SECOM Group Code of Employee Conduct as well
as SECOM’s Philosophy is conducted to ensure that each and every employee has a clear understandingof the code of conduct. Subsequently, a variety of training programs and internal newsletters, among othermeans, are used to ensure that SECOM’s Philosophy and the code of conduct are thoroughly filteredthrough and rooted. Specifically, for staff such as emergency response personnel and static guards whotake up the field of security, events such as daily roll calls are used for ethical education. We also provide
guidance to employees so they comply with operational rules at work, and instruct managers on early
detection of signs of inappropriate acts. Whether or not employees comply with the SECOM Group Codeof Employee Conduct and perform their duties appropriately is included in the criteria for assessments
made by superiors every six months. In order to be promoted to higher positions in the annual qualification
examination, employees are required to pass an examination whose contents include our corporate
philosophy and the rules of the code of conduct. As such, we are making efforts to improve compliance bypromoting strict adherence to the SECOM Group Code of Employee Conduct. Moreover, we areconsidering the introduction of new measures that utilize IT devices to confirm that emergency response
personnel conducting internal inspections at on-line security system subscribers are performing duties
appropriately.
■System for promotion of compliance at the SECOM Group
Our approach to compliance is notable in that it does not involve the establishment of a dedicated systemoverseen by a specific department or director, but rather positions each and every employee on the frontline of promoting the SECOM Group Code of Employee Conduct, including standards governingcompliance, and ensuring ethical behavior.
Compliance is the foundation of each employee’s day-to-day work, and all Group employees performtheir work based on the SECOM Group Code of Employee Conduct. Every organization in the SECOM
Group follows the structure in which each responsible individual ensures the operation and implementationof the Code of Conduct. Managers are responsible for providing guidance regarding the SECOM Group
Code of Employee Conduct and overseeing the actions of employees to ensure compliance. Executive
officers are responsible for providing control for the department they supervise, while the President andRepresentative Director provides control for the Company as a whole.
Each executive officer must also have a thorough knowledge of the laws and regulations pertinent to
the department he or she supervises, for which he or she may seek the assistance of the Legal Department
and other related departments. When such laws and regulations are revised, executive officers are
responsible for determining appropriate responses, including examining the need to amend the SECOM
Group Code of Employee Conduct and, here again with cooperation of the Legal Department and otherrelated departments, presenting related proposals to the President and Representative Director.
The duties of the internal audit departments, i.e., the Internal Audit and Compliance Department and theGroup Governance Department, include inspecting each group, department and subsidiary,
recommending compliance with the laws and SECOM Group Code of Employee Conduct to improve12

morale, and providing guidance on addressing matters requiring corrective action. The results of inspection
are reported to the President and Representative Director, as well as to relevant executive officers.
■Whistle-blowing system
The SECOM Group Code of Employee Conduct requires SECOM Group employees in Japan andoverseas to report to their superior should they discover that an employee, executive, or other individual
affiliated with a subcontractor is attempting to engage or has engaged in an action that violates the code.
In the event that no corrective measures are taken after a report has been made, or if circumstances makereporting to a supervisor difficult, employees may report directly to the Internal Audit and ComplianceDepartment via the Hot Helpline. Executives and employees of subsidiaries may report violations via theGroup Head Office Helpline directly to the Group Governance Department.
Whistle-blower’s names and the content of whistle-blower reports are kept confidential. As long as areport has been made in good faith, whistle-blowers are protected from any adverse impacts even if thereport is not borne out by the subsequent investigation.
Pertinent executive officers are obliged to swiftly take appropriate corrective measures to resolve thesituation based on the results of the investigation. Whistle-blowers are notified confidentially of the natureand outcome of investigations without exception.

Whistle-blower reports received (Total number of reports to the Hot Helpline and Group Head Office
Helpline)Year ended
Year ended
Year ended
Year ended
Year ended
March 31, 2017 March 31, 2018 March 31, 2019 March 31, 2020 March 31, 2021

Number ofreports

60

60

48

56

74

■Organizational Culture Committee
The Organizational Culture Committee is a standing committee chaired by the President andRepresentative Director that meets periodically or as necessary at the direction of the President andRepresentative Director, and examines important organizational culture-related issues and determines
important official commendations and punishments.
The Organizational Culture Committee also deliberates on matters related to compliance with and theadministration of the SECOM Group Code of Employee Conduct that have been reported to the President
and Representative Director by the Internal Audit and Compliance Department or the executive officer incharge. If necessary, the committee examines proposals for modifying the system for administering
compliance or amending the SECOM Group Code of Employee Conduct.
All such proposals must be deliberated by the Organizational Culture Committee, reviewed by the Audit& Supervisory Board members and approved by the Board of Directors.

13

■Global compliance training
To ensure our ability to provide globally the same sublime level of service as we do in Japan, it isimportant for each employee not only to perform business in accordance with manuals and rules, but also
to work based on an understanding of the reasons for such rules. Accordingly, we have translated
SECOM’s Philosophy, which defines employee attitude and behavioral criteria, and the SECOM Group
Code of Employee Conduct, which outlines the basic concept and specific standards for employee
behavior, into multiple different languages and work to advance awareness across the global SECOM
Group.
We also provide training to the senior management of overseas Group companies on key aspects ofcompliance, including observance of laws and regulations, the prevention of bribery and internal controls.

SV-PS-510a.2
Total amount of monetary losses as a result of legal proceedings associated with professional
integrity
There were no such monetary losses at the Company during the fiscal year ended March 31, 2021.

14