The Rengo Group’s highest priority is to ensure the safety of employees and their family members. Meanwhile, to fulfill our responsibility as a supporting industry member to supply products that assist with the delivery of living essentials to consumers, we set a range of fundamental policies and strive to improve relevant structures to prepare for disasters.

Risk management structure

Rengo has established the CSR Committee chaired by the chairman & CEO with the aims of improving management quality and reducing and avoiding future risks. With regard to the management of compliance, environmental, disaster, quality, information, and other risks, individual departments and the six subcommittees under the CSR Committee for ethics, environment, health and safety, customer satisfaction, public relations, and information security work together to formulate internal regulations, create manuals, and monitor companywide conditions.
In addition, the Board of Directors receives reports on the status of initiatives from the directors who manage or oversee each business unit, group, and department, and from the chairs of each subcommittee. The Board deliberates and makes decisions on improvement initiatives and other matters as necessary.

Natural disaster countermeasures

Fundamental policy

  1. Place the highest priority on safety
    We will place the highest priority on ensuring the safety of employees and their family members.
  2. Restore facilities quickly
    We will strive to assess the damage conditions of Rengo facilities, restore them as quickly as possible, and continue operations to the greatest degree possible.
  3. Maintain and continue corporate activities
    We will fulfill our social responsibilities (such as employment and supply) by maintaining and continuing our corporate activities.

Structure (natural disaster occurrence)

  1. If a large-scale natural disaster occurs, a central emergency management headquarters, led by Rengo’s CEO, will be established.
  2. Under the central emergency management headquarters, emergency management headquarters in charge of specific matters (including local emergency management headquarters) will be set up as necessary.
  3. If a Rengo Group company is affected by a natural disaster, Rengo’s department in charge of related businesses will serve as the point of contact for support.
  4. The central emergency management headquarters will give instructions based on the fundamental policy to emergency management headquarters in charge of specific matters. Emergency management headquarters in charge of specific matters will cooperate with each other to handle the situation.

In consideration of the frequent occurrence of natural disasters such as earthquakes and typhoons, Rengo has established a fundamental policy that outlines the company’s response in the event of a disaster. Following the Great East Japan Earthquake, all sites have maintained stocks of emergency supplies since June 2011. In addition, satellite phones were installed at all sites in March 2012.
Since April 2012, we have developed a structure that uses automatically sent emails to confirm the safety of employees and assess damage in the event of a large-scale earthquake. Test emails are sent every six months in preparation for disasters.

Infectious disease countermeasures

Fundamental policy

  1. Place the highest priority on safety
    We will place the highest priority on ensuring the safety of employees and their family members.
  2. Take measures against infections
    We will systematically take measures against infections, taking into account requests from the government and relevant institutions.
  3. Maintain and continue corporate activities
    We will fulfill our social responsibilities (such as employment and supply) by maintaining and continuing our corporate activities.

Structure (infectious disease outbreak)

  1. Taking into account the status of infections, a central emergency management headquarters, led by Rengo’s CEO, will be established.
  2. Under the central emergency management headquarters, organizations in charge of relevant matters will be set up to drive a unified approach as the Rengo Group.
  3. The central emergency management headquarters will set guidelines based on the fundamental policy, and organizations in charge will implement specific measures in accordance with the guidelines.

The Rengo Group established the Rengo Group Novel Coronavirus Emergency Management Headquarters in April 2020 and made the best efforts to prevent the infectious disease from spreading. We also fulfilled our social responsibilities through business activities.
To prepare for an infectious disease outbreak, we will continue to formulate infection prevention plans in accordance with the level of infection spread, prepare, raise awareness, and collect information.

Prevention of incidents involving corruption

In accordance with the spirit of the United Nations Global Compact, the Rengo Group works to prevent all forms of corruption, including extortion and bribery.
One tenet of our Corporate Philosophy is that we will "act always with integrity, maintaining high ethical standards and ensuring strict legal compliance." Based on this philosophy, we are working to strengthen Group governance by maintaining and improving compliance and management standards as one of the priorities in our Vision120 medium-term vision, announced in May 2025. As part of our initiatives to address the materiality in Vision120, we have set a target of reducing the number of serious corruption cases to zero by FY3/2031.
We are undertaking a variety of initiatives to achieve this goal through highly transparent corporate activities. For example, when making donations, paying membership fees, or incurring other external expenditures, we obtain prior approval from the person in charge according to the amount incurred. After a donation is made, we report the amount to the General Affairs Department at our Head Office. Similarly, when providing business entertainment or giving gifts, we obtain prior approval from the person in charge. Furthermore, if the nature of the donation or membership fee could be considered a political donation or the purchase of tickets for a political fundraising party, we require confirmation from the Legal Affairs Department before approval by the person in charge. This functions as a double check.
Furthermore, we continually provide education and information on anti-corruption measures as appropriate for current conditions. For example, we explain anti-corruption measures at various training sessions for newly appointed general managers of plants/mills and other employees in managerial positions, and include coverage of anti-corruption measures in the Group newsletters as a form of compliance training in printed format.
As a result of these efforts, no serious or suspected acts of corruption were confirmed within the Rengo Group in FY3/2025.
Going forward, we will continue to review our anti-corruption measures and make improvements as needed in an effort to prevent the occurrence of serious acts of corruption.