BCM

Business Continuity Management (BCM)

To minimize impact even when disasters occur and fulfill responsibilities to stakeholders, SMK works company-wide to improve its business continuity plan (BCP) combining alternative and local recovery strategies, centered on the BCM Committee established in 2007. Our aim is BCM with multi-hazard response that focuses on resource constraints such as no electricity, unusable buildings, and employees unable to come to work, while considering the unique characteristics of each event such as earthquakes, fires, floods, volcanic eruptions, and infectious diseases.

Governance Structure

Divisions and production sites proactively conduct initiatives for business continuity efforts, while the BCM Committee confirms the response status of each organization and supports activities. We also work to strengthen individual employees' crisis response capabilities through BCP formulation and training.

IT-BCP

We have formulated a BCP for IT systems, vital infrastructure for business continuity, and are strengthening measures in readiness for risks such as disasters and cyber-attacks.
In formulating a BCP, we conducted a business impact analysis (BIA) to set recovery priorities and target recovery times for IT systems. In the event of a disaster, the pre-assigned response team will carry out recovery operations based on these priorities and the recovery manual.
In normal circumstances, we focus on creating a disaster-resistant IT system. For critical IT systems, we have installed servers in two data centers in Tokyo and Hokuriku, which perform mutual backups, creating a mechanism that allows the ongoing use of one system even if the other becomes unusable. The adoption of cloud services is also actively underway.
As a preparation for a cyber-attack, we regularly back up all our IT systems and have a system in place to quickly restore them. We also organize a computer security incident response team (CSIRT) to rapidly identify the cause of the failure and endeavor to prevent secondary damage.
Outages that exceed the target response times set by the BIA are defined as serious incidents, and our target for such incidents is zero annually.
To verify the effectiveness of these BCPs, we conduct training for multiple scenarios and review the BCPs based on the results.

Other Major Initiatives

Sales Activities

Standardizing processing methods to enable clerical work related to orders to be handled at alternative locations and conducting regular inter-location tests.

Procurement

Developing a system to enable rapid alternative procurement.
For more details on supply chain BCM, please refer to the Supply Chain page.

Import and Export

Assessing and implementing alternative transportation routes.

Ensuring Personal Safety

Establishing a system to confirm the safety of employees and their families, ensuring swift business recovery, continuity, and employee support.